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HomeMy WebLinkAboutConvention Center Feasibility ReportApril16. 2013 Mr. Daryl W. Schliem Executive Director Bozeman Tourism Business Improvement District 2000 Commerce Way Bozeman. MT 59715 Dear Mr. Schliern, Group Companies Central Group Management, LLC was retained by the Bozeman Tourism Business Improvement District (TBID) to: 1. Conduct a Market Analysis 2. Conduct a Financial Analysis 3. Provide a Site Analysis 4. Provide a Project Design Ana lysis :,. t-'rovtde a l'roJect cost Analysts 6. Provide lrt5ight Regarding Facility Murkcting for a Convent ion & Event Center in Bozeman. our study was conducted by a team of professtonals 1ncludmg: 1. Central Group Management, LLC 2. Hospitality Consulting Group, Inc. 3. Leo A Daly Design, Architecture and Engineering 4. CTA Architects Engineers r; I ;~ngllls & As<.or.i;~tps GPnPml \nntr;trtors This team evaluated the Bozeman, regional and state conference center market and industry to determine the fensibility of a Convention & [vent Center bein g constructed and operating LVIIIfH!lilivdy and succP.ssfully in Bozeman. The Market Analysis which tallows 1s very detailed and thorough in its approach to market demand, optimal facility location, design and ~ize recommendations, type:> of utiliration, faCility operation$ r...u~ts, fin<tnd;~l projP.rtinn<. ;~nd pc-onnmir. imp;~ct The team members have collaborated on all aspects of the various analyses including f;;~cility design, site utilization, and estimated facility const ruction costs. Soil ccmclitiuns, StruLlur dl ::.y::.lcrm. d~::.igu, a nd wstain~hiP riesian r:-IPmPnts anti progr:~ms. have been efficiently incorporated into system pricing a.long with space design which maximizes event attendee ease of movement within the Center. 215 Park A1•enue Svutf1. Suirr 200 • Sr. Cloud. Minnesota 5fi.W/ • 1320) 65.f-o.1fJ7 • FAX ( 32(}) 65-1-l:?V I l.Jevelopme/11 and nuuulgcm('/ll .whtliulls ji1r Tht' Jw.1pitality & rctll l'srait' irtdu:;Jries. The level and type of services offered by the Center have been carefully evaluated. Appropriat e furniture, f ixtures and equi1 . .HIH:!IIl h<1~ betHl ideJJllftcd, pr il.ed and iru:luded in the project cost. The team has undertaken procedures, which we believe, are appropriate for reaching conclusions regarding t he future development of a Bo2ernan Convent1on and Event Center. Neither Central Group Management, LLC nor any other t ea m members have any responsibility to update t hts report t or events and circum::;toncc5 which occur <~fter the d::~te of t hit report. 'Th e fi ndings prc::;c ntcd herein, reflect analysis nf primary and secondary sources of information. The t eam members utiliH-!d ~n••rrPc; rleem ed to be reliable but cannot gu arantee t heir accuracy. Moreover, estimates and analysis presented in this study are based on trends and assumptions which usually result in differences bet ween the projected and actual results. Because events and circumstances frequently do not occur as expected, t hose differences may be material. W~ appreciate the opportunity t o serve you on this engagement and look forward to providing you with continuing service . Sincerely, Ro hPtH H P;:trP, lr President & CEO Central Group Management, LLC 215 Park A1•enue South, Suite 200 • St. Claud, Miwu?sow 5630/ • 020) (J54 -(J307 • fAX (320} 65·1-I21Jl Development and managemelll so/Ill ions for rhc hmpiraliry & relllt.'.trmt' illdustries. Contents: Market Analysis .................................................................... 3 Market Study Marketing Plan Project Design .................................................................. 91 Site Building Project Cost Estimate ............................................ 103 Narratives Cost Estimate BOZEMAN CONVENTION CENTER I feasibility report 1111 1 2 1111 BOZEMAN CONVENTION CENTER I feasibility report Market Analysis Hospitality CONSULTING GROUP Market Study for Convention Center BOZEMAN, MONTANA April2013 5315 Eureka Road • Excelsior, MN 55331 (612) 867-1649 • ssherf@hcgroup2.com www.hcgrour., .com ' ) ) ) ) ) ) ) 0 1) ) ) ) ) _) ) Hospitality CONSULTING GROUP Mr. Daryl W. Schliem Executive Director Bozeman Tourism Business Improvement District 2000 Commerce Way Bozeman, MT. 59715 Dear Mr. Schliem: The Hospitality Consulting Group is pleased to present the accompanying report entitled: "M arket Study for a Convention Center, Bozeman, Montana" which has been prepared in accordance with our contract dated February 13, 2013. Incorporated within this report are a discussion of the local market conditions, an analysis of competitive convention/event centers, analysis of the potential market support for a convention center, facility recommendations, estimates of utilization for the recommended facilities, projections of revenue and expenses for the stabilized level of operations, and a quantification of the economic impact the center would have on the community. Our conclusions are based on information developed from research of the market, which included interviews with area businesses and groups, meeting planners, managers of similar facilities in the region, local hotel managers, and on our knowledge of the industry. The sources of information and bases of the estimates and assumptions are stated in the body of this report. Some assumptions inevitably will not materialize and unanticipated events and circumstances may occur; therefore, actual results will vary from our projections and the variations may be material. Further, we are not responsible for future marketing efforts and other management actions upon which actual results will depend. 5315 Eureka Road • Excelsior, MN 55331 (612) 867-1649 • ssherf@hcgroup2.com www.hcgroup2.com MARKET STUDY FOR A CONVENTION CENTER BOZEMAN, MONTANA Letter ofTransmittal CONTENTS PAGE 1. INTRODUCTION 1 BACKGROUND.................................................................................................................................................. 1 SCOPE OF STUDY............................................................................................................................................ 2 2. EXECUTIVE SUMMARY 4 3. LOCAL MARKET CONDITIONS 13 OVERVIEW ......................................................................................................................................................... 14 LOCATION........................................................................................................................................................... 14 TRANSPORTATION....................................................................................................................................... 14 DEMOGRAPHICS............................................................................................................................................. 16 EMPLOYMENT ................................................................................................................................................. 20 AREA ATTRACTIONS AND AMENITIES ............................................................................................ 21 TOURISM ............................................................................................................................................................. 22 MONTANA STATE UNIVERSITY............................................................................................................ 23 LOCAL MEETING AND EXHIBIT FACILITIES................................................................................. 23 HOTEL SUPPLY................................................................................................................................................ 26 HOTEL MARKET CHARACTERISTICS ................................................................................................ 28 CONVENTION AND VISITORS BUREAU............................................................................................ 30 LOCAL MARKET CONCLUSIONS ........................................................................................................... 30 4. COMPARABLE COMMUNITIES AND FACILITIES 31 MONTANAEVENTFACILITIESS........................................................................................................... 31 REGIONAL CPONVENTION CENTERS ............................................................................................... 37 COMPARABLE COMMUNITY COMPARISONS............................................................................... 39 MARKET STUDY FOR A CONVENTION CENTER BOZEMAN. MONTANA CONTENTS(Continued) PAGE 5. MARKET DEMAND ANALYSIS 41 INDUSTRY CHARACTERISTICS .............................................................................................................. 41 SURVEY RESEARCH...................................................................................................................................... 43 SUMMARY AND CONCLUSIONS ............................................................................................................ 49 COMPETITIVE STRENGTHS..................................................................................................................... 49 OBSTACLES........................................................................................................................................................ SO 6 . FACILITY RECOMMENDATIONS 52 GENERAL............................................................................................................................................................. 52 SITE REVIEW.................................................................................................................................................... 53 RECOMMENDED FACILITIES.................................................................................................................. 54 MARKETING...................................................................................................................................................... 57 7. UTILIZATON ESTIMATES 59 ESTIMATED UTILIZATION....................................................................................................................... 59 NEW BUSINESS............................................................................................................................................... 61 OVERALL UTILIZATION ............................................................................................................................. 62 8 . FINANCIAL PROJECTIONS 63 OPERATING REVENUE............................................................................................................................... 63 DEPARTMENTAL EXPENSES................................................................................................................. 64 OPERATING EXPENSES.............................................................................................................................. 66 MARKET STUDY FOR A CONVENTION CENTER BOZEMAN. MONTANA CONTENTS (Continued) 9. ECONOMIC IMPACT 70 CONSTRUCTION IMPACT .......................................................................................................................... 71 ATTENDEE EXPENDITURES................................................................................................................... 71 EMPLOYMENT ................................................................................................................................................. 73 EMPLOYEE EARNINGS ................................................................................................................................ 73 PURCHASE OF GOODS AND SERVICES ............................................................................................. 73 SUMMARY........................................................................................................................................................... 74 ADDENDUM: CONSULTANT'S QUALIFICATIONS ) ) ) ) ) ) ) ) Bozeman Convention Center Studv Introduction SECTION 1: INTRODUCTION BACKGROUND A community benefits in many ways from having a first class convention center available to its employers and citizens. Such facilities attract trade shows, consumer shows, conventions and entertainment events that bring outside dollars into the community, as well as enhance the area's quality oflife and exposure. They also provide a high quality venue for community events and social functions that improve the success of these events and result in increased civic pride. Many communities across the United States are finding that they lack sufficient event space to meet the needs of groups that want to sponsor a function, as well as the needs of local employers and residents. Through no fault of their own, these communities find themselves victims of an industry development trend. The economics of the hotel industry have become more focused on highly profitable room revenue, rather than restaurant and group function revenue. The early hotel chain model was a full service hotel that included a restaurant, lounge and meeting space. As the costs of constructing and operating these complicated hotels continued to increase, a new market niche opened up for the rooms-only economy hotels that could offer lower priced sleeping rooms because they did not have to deal with the expense of the public amenities. The resulting dilution of demand at the full service hotels began to challenge their profitability, making it difficult to maintain and/ or renovate them as time passed. The next wave of hotel development brought limited service hotels that focused on the commercial traveler, providing new facilities with inexpensive amenities and competitive prices that are attractive to this highly sought after market segment. These hotels further diluted the demand for the traditional full service hotel, particularly in rural markets. The net result of hotel development trends is that very few new hotels with a restaurant and large amounts of meeting space have been 1 Hospitality Consulting Group Bozeman Convention Center Study Introduction constructed in the last 30 years, other than in larger cities. Thus, many communities are left with an inadequate amount of meeting space and older hotel facilities that are bordering on obsolescence. The Hospitality Consulting Group has been retained by the Bozeman Convention and Visitors Bureau and the Bozeman Tourism Improvement District to assess the market support for a convention center in the community and to recommend the size and type of facilities that would attract the most qusiness to the community and be economically viable. The objectives of our study were to: • Identify the competitive position of the Bozeman community within the region, and the nature and extent of competing meeting facilities; • Determine the market support for an convention center facility, including the type, size, and frequency of events; SCOPE OF WORK Recommend the type and size of facilities best suited to the market demand and Bozeman's competitive position; Estimate the level of utilization expected for the convention center's recommended facilities; Prepare financial projections for the operation of the recommended center; and, Prepare an analysis of the project's economic impact. The research program for the convention center market study consisted of three basic components, as outlined below. 1. Research was conducted in the local market to identify existing facilities and community resources, to determine the potential utilization available from local sources and to assess the level of community support for a new meeting facility. 2. Representatives of state and national associations were surveyed to gain 2 Hospitality Consulting Group Boz eman Convention Center Studv Introduction insight into the size and range of facilities they require, their perceptions of Bozeman, and to explore the likelihood of holding an event here. 3. Information was obtained on existing meeting facilities in surrounding cities to determine the size, range of facilities available in the market, and their pricing structure to provide a basis for estimating the prospective levels of utilization which a new meetings center could achieve. Following the completion of the research program, recommendations for a building program suited to the needs of the market and estimates of stabilized utilization for such a facility were developed. Immediately following this introduction an executive summary is presented, which is intended to outline key findings and provide quick reference to conclusions regarding major issues. The body of the report presents a discussion of the findings from our research followed by recommendations of suitable facilities, estimates of utilization, and estimates of revenues and operating expenses for the center. 3 Hospitality Consulting Group Bozeman Convention Center Executive Summary SECTION 2: EXECUTIVE SUMMARY This section describes, in brief, the findings and conclusions derived from our study of the market for a proposed convention center in Bozeman, Montana. This overview includes our review of the market area, and the competitive environment, our recommended facilities, estimates of the projected financial results of operation for the center, and an analysis of the economic impact the center would have on the community. The estimates and the information presented in this section are meant as a summary of, not a substitute for, the body of the report, which contains additional information and detail critical to a full understanding of the basis for the estimates made and the context within which they were formed. LOCAL MARKET CONDITIONS Our analysis found that Bozeman has a strong economy and is well positioned to achieve the population increase of more than 50 percent that is anticipated to occur over the next two decades. The area possesses truly impressive natural beauty and outdoor activities that make visitors' stays memorable. Combined with a good infrastructure of restaurants, shopping and a large and diverse hotel supply of 1, 785 franchised rooms, these positive attributes will help Bozeman to attract conventions and groups to its community. The hotels are estimated to operate at an annual occupancy of around 60 percent, so they do have excess capacity to accommodate convention business, except during the summer months when the hotels operate at capacity. The community lacks quality meeting space that is available for larger group functions. The existing space is located at the university which allows only limited outside use, at the fairgrounds where the space is outdated, or at three hotels where the largest ballroom is only 4,400 square feet. COMPARABLE FACILITIES The majority of the large state convention business is accommodated in Billings, as it is the largest city in the state and has the most hotel rooms. This 4 Hospitality Consulting Group Bozeman Convention Center Executive Summary activity is centered around the Holiday Inn which has 316 guest rooms and 50,000 square feet of public space. There is a total of more than 1,000 hotel rooms at this location, although many of them are in older economy properties. For the very large tradeshows and exhibitions, Metra Park has a large arena, a 77,000 square foot exhibit hall, and an 18,000 square foot meeting room. In Missoula, the student union at the University of Montana has the largest public space, supported by the Hilton Garden Inn with 13,000 square feet of space. Great Falls has the Mansfield Convention Center which has over 15,000 square feet of meeting space. Buildings at the fairgrounds are used for large exhibits. Butte has very limited meeting space. Helena's meeting needs are met by the Double Tree Hotel which has 15,000 square feet of very flexible meeting space which includes a 4,600 square foot ballroom. MARKET DEMAND ANALYSIS It is important to understand that different types of events have varying levels of economic impact on the community. Events that draw people from outside the local community generally have the greatest impact as their expenditures represent new dollars for the local economy. These visitors require lodging and may also make other purchase while in the community. Also, their exposure to Bozeman may encourage them to return for a leisure visit at a later date. Research was conducted among potential users of the proposed convention center including representatives of state associations, event promoters, local non-profit organizations, and area businesses. The purpose of the research was to gain qualitative information regarding market perceptions of Bozeman and to determine the size and range of the facilities required to accommodate various segments of meetings demand The major convention center market segments include conventions and tradeshows, conferences, consumer shows, community events, and local events. Conventions are considered "high impact" events since attendees 5 Hospitality Consulting Group Bozeman Convention Center Executive Summary normally stay several nights in the host city, which generates hotel sales. In addition to hotel expenditures, attendees purchase other goods and services while in the city such as food and beverage, entertainment, merchandise and gasoline. Consumer shows draw greater attendance but generate fewer hotel rooms. Local events originate from a variety of sources within the local market including local companies, civic organizations, cultural groups, social groups, private individuals and the management and marketing entities responsible for the proposed center itself. The results of our survey indicated that 90 percent of the potential state and regional convention business could be accommodated by a convention center with a total of at least 21,000 square feet of rentable space that includes10,000 square feet of exhibit space and a ballroom of at least 8,000 square feet. A combination ofballroom and exhibit space of24,000 square feet should provide the capacity to accommodate all but the largest of the state conventions. For all but the largest groups, our research indicates that Bozeman should be able to compete effectively with Billings for all but the largest state groups. Bozeman is almost uniformly perceived as a desirable community and we believe that Bozeman will be able to capture more than its fair share of the state association business that rotates around the state. In support of this conclusion, we have identified the following competitive advantages possessed by Bozeman. • Central location within the state with interstate access • Air service superior to all other Montana cities except Billings • Supply of nearly 1,800 nationally franchised hotel rooms • A quaint and vibrant downtown shopping area • Variety of outdoor recreational activities • Extensive restaurant and retail development • Montana State University is an attractive draw for alumni and also a source for speakers • Scenic beauty • Proximity to Yellowstone National Park We have also identified some obstacles that could hinder the convention center's ability to attract national groups: 6 Hospitality Consulting Group Bozeman Convention Center Executive Summary • The two hotels that presently serve as headquarters hotels are around 40 years old and are dated • Bozeman has a very low awareness among national and regional meeting planners and groups, other than as a vacation destination. • Event planners tend to avoid colder climates for fear of potential weather-related travel problems. • Montana lacks population density and is too isolated to draw well since almost all of the attendees would have to travel a long distance. • Limited non-stop air service The last three situations cannot be altered, and because of them, we have concluded that new convention facilities of any size are unlikely to improve the attractiveness of Bozeman as a meeting site for most national groups. It should, however, be able to attract certain special interest groups such as environmental and recreation organizations, as well as regional meetings of national organizations. FACILITY RECOMMENDATIONS In our survey, meeting planners indicated a strong preference for meeting facilities that are connected to a hotel. For the smaller groups that are available to Bozeman, there are several alternative communities around the state and the region that have convention hotels sufficient to accommodate both meeting and lodging needs. Therefore, a free-standing meeting facility without a hotel would be at a competitive disadvantage when bidding for these group events. Two sites have been suggested by CVB officials as potential locations for the convention center: • Although not specific, a site at the fairgrounds was suggested that would allow the new center to capitalize on the existing arena, exhibition buildings and parking on the grounds. • The second site suggested was the vacant land that exists to the north of the Holiday Inn, located within the area bounded by North 11th Avenue on the west and Baxter Lane on the north and east. The respondents to our survey unanimously indicated that adequate hotel rooms must be either connected to, or within a short walk from the 7 Hospitality Consulting Group Bozeman Convention Center Executive Summary convention center. In our opinion, this requirement eliminates any location on the fairgrounds because there are no hotels in the immediate vicinity. Alternatively, there are five hotels with a total of 584 guest rooms surrounding the site that fronts on North 11th Avenue. This site also has good visibility and accessibility from the interstate. We conclude that this is a uniquely superior site for the development of the proposed convention center. We have prepared the following recommendations regarding the building program meant to meet the needs of the Bozeman community in the most cost effective manner. We recommend that a large meeting facility with approximately 35,000 square feet of rentable space be developed. While not specifically addressed in our recommendations, non-revenue space such as circulation, storage, rest rooms, and administrative offices typically require an area approximately equal to the amount of rentable space. Thus, the building will encompass a total of approximately 60,000 to 70,000 square feet. It is important for the space to be designed to allow for maximum flexibility for a variety of uses. The specific components of the public space include the following: • A large ballroom of approximately 16,000-square feet that can be divided into four smaller spaces. • Adequate pre-function space to meet group requirements for registration and coffee breaks exhibits. We concur with the floor plan developed by Leo A. Daly that provides 7,600 square feet that is designed in such a way as to be useable for exhibit space. • A junior ballroom of approximately 6,000 square feet that can be divided into three smaller spaces. • At least four breakout meeting rooms with a total of about 5,000 square feet. • A catering kitchen of 1,500 to 2,000 square feet to be used for banquet service. Included in this area is adequate cold storage. • High quality sound system and wireless internet throughout the building. 8 Hospitality Consulting Group Bozeman Convention Center Executive Summary • Paved parking for at least 300 vehicles. Since the majority ofthe center's convention business will come from state associations whose attendees are expected to arrive by automobile rather than airplane, a large amount of parking will be required. The survey indicated a median group size of200, while around 20% ofthe groups have attendance of 500 or more. Ample parking will also be required for the larger consumer shows. The recommended facilities and approximate space program are summarized in the table below. RECOMMENDED CONVENTION CENTER FACILITIES Bozeman, Montana Size Banquet Theater Classroom Component (Sguare Feet) Capacity Seating Seating Ballroom 16,000 1200 1600 800 Junior Ballroom 6,000 460 600 300 Meeting Room 2,000 90 200 100 Meeting Room 1,000 65 100 50 Meeting Room 1,000 65 100 50 Meeting Room 1,000 65 100 50 Pre-function Space 7.600 na na na Total Rentable Area 34,600 Source: Hospitality Consulting Group Leo A. Daly Architects UTILIZATION ESTIMATES Exhibit 90 30 10 na na na 40 Based upon an assessment of the market demand, we have estimated the likely utilization for the recommended facility on a stabilized basis. Like most other new convention facilities, the center will require up to five years to reach stabilization. It typically takes several years for the facility to achieve awareness throughout the region and many conventions book up to three years in advance. In order to achieve these estimated utilization levels, it will be critical for the center to be aggressively marketed by both management and the convention bureau. 9 Hospitality Consulting Group Bozeman Convention Center Executive Summary CONVENTION CENTER UTILIZATION ESTIMATES (STABILIZED) BOZEMAN,MT Annual Average Average Total Total Event Events Attendance Event Days Event Days Attendance Conventions 34 300 2.2 81 22,000 Conferences 10 400 1.8 18 7,000 Community Events 20 1,000 2.0 40 20,000 Consumer Shows 12 4,000 2.5 30 48,000 Social Events/Meetings so 400 1.0 so 20,000 Annual Total 126 219 117,000 Source: Hospitality Consulting Group Most of the business described above represents new business brought to the community by the state-of-the-art convention facilities. A few of the conventions and conferences may transfer from one of Bozeman's hotels to the center. However, for the most part the convention business will all be new. Similarly, a portion of the consumer shows, community events and other activities will transfer to the convention center from existing facilities in the market To this extent, the planned center will compete with other local venues. Some level of competition is inevitable. However, the scope of assembly facilities at the convention center will allow many existing meetings and functions to expand as well as attract new events. This will result in a net gain for the community of Bozeman. Overall, the planned event center is estimated to accommodate approximately 126 events on a stabilized annual basis, expected to occur by the fifth year of operation. The events are estimated to occupy the center for a total of 219 days of the year. This represents a utilization of 60 percent which is in the midrange of acceptable utilization for a convention center. FINANCIAL PROJECTIONS The following pro forma operating statement has been prepared for the stabilized level of operations for the Bozeman Convention Center, assumed to occur in its fifth year. 10 Hospitality Consulting Group Bozeman Convention Center ESTIMATED SCHEDULE OF OPERATING RESULTS PROPOSED BOZEMAN CONVENTION CENTER Bozeman, Montana Facility Rental Income $425,000 Building Services 126,000 Food Sales Commission 247,950 Beverage Revenue 543,000 Total Revenue 1,341,950 Departmental Expenses: Beverage Cost & Labor 228,603 Total Dept Expense 228,603 Operating Expenses Wages & Benefits 435,600 Utilities 255,000 Repairs & Maintenance 54,000 Materials & Supplies 24,000 Marketing & Promotion 51,000 Insurance 34,000 Travel & other expense 22,100 Management Fee 67,098 Total Operating Expenses 942,798 Net Operating Profit $170,550 Note: The comments and assumptions contained in this report are an integral part of these estimated operating res ults. 1 1 Executive Summary 31.7% 9.4% 18.5% 40.5% 100.0% 42.1% 42.1% 32.5% 19.0% 4.0% 1.8% 3.8% 2.5% 1.6% 5.0% 70.3% 12.7% Hospitality Consulting Group Bozeman Convention Center Executive Summary ECONOMIC IMPACT A community benefits in many ways from having a first class event center available. The largest benefit is the injection of new dollars into the local economy by the thousands of people that the center will draw to the Bozeman community. Such facilities are also able to host local community events and attract consumer shows and entertainment events that enhance the quality of life for area residents. There is also an intangible benefit that results from exposing Bozeman to so many people: a portion of them will return for a visit or vacation, or possibly relocation. These factors must be included in the decision to invest in and operate the convention center. The most visible factors are the impacts generated directly by the operation of the convention center. These are called direct impacts and include employment, wages, and purchases of goods and services by the facility and spending in the community by visitors to the center. The direct economic impact estimated to be generated by the new convention center is summarized below. One time benefits: • $4.2 million construction payroll resulting in 97 construction jobs • $14.8 million in construction materials and related services Annual recurring benefits: • Annual additional expenditures of a minimum of $2.8 million in the Bozeman community • 13,000 more occupied hotel rooms • $92,000 increase in lodging tax receipts • $13,000 increase in hotel payments to the CVB • Creation of 55 new full time equivalent jobs at rhe center and with caterers • Wages of approximately $534,000 • Purchase of more than $500,000 of goods and services by the convention center • Purchase of approximately $824,000 of food and beverage raw materials 12 Hospitality Consulting Group Bozeman Convention Center Local Market Conditions SECTION 3: LOCAL MARKET CONDITIONS A convention center facility is only one factor, albeit a major one, in the ability of a community to attract conventions, exhibitions and events. A variety of other factors play important roles in determining the competitive position of the community and defining the types of events which can be most readily attracted and accommodated. Consequently, such factors affect not only the potential utilization of an event center, but also the feasible scale of such a facility. An initial consideration for a new convention center is the economic health of the community, in particular, its population trends, employment base and relative household wealth. Among the primary elements that enhance the ability of a community to attract outside events, such as conventions and consumer shows, are: 1. The transportation infrastructure and location of the community relative to other large cities; 2. The hotel supply that is available to support functions at the convention center; 3. The scope of the community's hospitality infrastructure that includes restaurants, entertainment, shopping, and attractions; 4. The marketing ofthe community and its visitor resources; 5. The image and attractiveness of the community itself and its market size. These factors, as they relate to Bozeman, are addressed in the following chapter. 13 Hospitality Consulting Group Bozeman Convention Center Local Market Conditions OVERVIEW LOCATION The characteristics of Bozeman's economy, culture and environment surprises people that are not familiar with the community. They are best described in the economic profile compiled by the Prospera Business Network "Located in southwestern Montana, the Gallatin and Park County region is one of the fastest growing economic areas in the northern Rocky Mountains. It has a varied economic base, an educated workforce, thriving technology and manufacturing industries, a major research university, plentiful cultural and outdoor recreation amenities, and a scenic natural landscape at the doorstep of Yellowstone National Park" The City of Bozeman is located in Gallatin County in central Montana. It is located 400 miles from the North Dakota border to the east and 300 miles from the Idaho border to the west. By car, Bozeman is about 290 miles south of Alberta, Canada. Interstate 90/94 bisects the state horizontally and four of the largest cities, Billings, Bozeman, Butte and Missoula, are located along this corridor. Population in Montana is concentrated mostly along the Interstate 90 corridor and the Interstate 15 corridor. Proximity to major population centers is an important factor in attracting meetings and conferences. However, the same proximity can, in some instances, reduce the availability of certain events, particularly entertainment and consumer show events, due to concerns about over-exposure and demand overlap. TRANSPORTATION Highways Interstate 90 provides excellent highway access to Bozeman and the community has three exits. 1-90 is a major transcontinental route between Boston and Seattle. At Billings, 1-90 joins with Interstate 94 that passes through North Dakota and connects with Fargo and Minneapolis-St. Paul. 1- 90 swings south and passes through South Dakota, connecting with Rapid City, Sioux Falls, Milwaukee and Chicago. 14 Hospitality Consulting Group Bozeman Convention Center Local Market Conditions Just west of Bozeman State Highway 101 extends south to the main entrance ofYellowstone National Park, about 95 miles from Bozeman. Air Service Much of south central Montana is served by Bozeman Yellowstone International Airport. It is the second only to the airport in Billings in total passengers, and exceeds Billings in the number of passengers brought into Montana. The size of the airport terminal was more than doubled with an expansion in 2011. The airport is serviced by six carriers: Delta, United, Frontier, US Airways, Alaska, and Allegiant. The April flight schedule shows the following daily flights: Chicago Denver Minneapolis Salt Lake City Seattle Las Vegas Phoenix Atlanta Los Angeles Newark San Francisco 1 Flight 4 Flights 2 Flights 4 Flights 2 Flights 2 Flights/week 1 Flight/week Service beginning in June Service beginning in June Service beginning in June Service beginning in June In 2012 there were approximately 434,000 enplanements and a similar number of deplanements. The number of passengers has increased by about 9% in each of the last two years. DEMOGRAPHICS The demographic and economic characteristics of the Bozeman market area will have a great influence on the potential success of the proposed convention center. The size of the market and its income characteristics will be an important determinant of the number of events and participation rate for community events, consumer shows, and social events. The economic strength and business composition will influence both the types and numbers of conferences and conventions attracted to the community, 16 Hospitality Consulting Group Bozeman Convention Center Local Market Conditions encouraged by the local membership in regional groups and in particular industries. Demographic data is provided in this report for Bozeman, Gallatin and Park Counties and for the five other surrounding counties that make up our defined primary market area. Primary Market The primary market is the geographic area from which most of the hosts and many of the attendees for events at the center are expected to originate. The primary market area was determined based on Bozeman's proximity to neighboring large cities. The seven county primary market area has a total 2012 population estimated to be 138,600 and Gallatin County is projected to be 92,614. As shown in the census data shown below, this area experienced a 25.6 percent increase in the number or residents in the last 12 years, which exceeds the state growth rate of 11.4 percent. Gallatin County experienced the highest growth rate in the state at an incredible 36 percent. POPULATION TRENDS PRIMARY MARKET AREA Increase 1990 2000 2012 1990-2000 2000-2012 Gallatin County 50,463 67,831 92,614 34.4% 36.5% Park County 14,562 15,694 15,567 7.8% -0.8% Meagher County 1,819 1,932 1,924 6.2% -0.4% Sweet Grass County 3,154 3,609 3,605 14.4% -0.1% Broadwater County 3,318 4,385 5,756 32.2% 31.3% jefferson County 7,939 10,049 11,401 26.6% 13.5% Madison County 5,989 6,851 7,733 14.4% 12.9% ~ ll 0 351 138 600 26.5% 25.6% State of Montana 799,065 902,195 1,005,141 12.9% 11.4% Source: U.S. Census Bureau 17 Hospitality Consulting Group Bozeman Convention Center Local Market Conditions The City of Boseman has an estimated population of 38,025 according to U.S. Census 2011 estimates. The population of Gallatin County is projected to increase by roughly 53 percent by 3030, according to the Montana Department of Commerce and Economic Information Center. This increase would represent an additional137,000 residents. Median Household Income Household income is the after tax amount of disposable income that a household has available to spend. Median household income is the amount that divides the universe in half so that there is an equal number of households above and below the number. The median figure can provide some insight into residents' capacity for spending on entertainment and their interest in attending consumer shows. MEDIAN HOUSEHOLD INCOME TRENDS PRIMARY MARKET AREA Gallatin County Park County Meagher County Sweet Grass County Broadwater County Jefferson County Madison County State of Montana 2010 $51 ,391 $41,232 $33,846 $41,913 $44,570 $59,284 $45,242 $45,324 The median household income in Gallatin County is among the highest in the primary market area and 13 percent higher than the State. Demographic Summary Other pertinent data, as well as information on the primary and secondary market area is provided below. 19 Hospitality Consulting Group Bozeman Convention Center Local Market Conditions A list of Gallatin County's major employers follows below. GALLI TIN COUNTY MAJOR EMPLOYERS Company Bozeman Deaconess Hospital Montana State University Oracle First Security Bank Gibson Guitar Reach, Inc. Zoot Enterprises Product(Servi ce Healthcare Eductation Computer software Financial services Musical Instruments Disabled adult services Financial services Employees 1000+ 1000+ 500+ 100+ 100+ 100+ 100+ Source: Montana Department of Labor & Industry, Research & Ana{ysis Bureau AREA ATTRACTIONS AND AMENITIES Montana is known for its vast beauty and variety of outdoor activities that include: • Skiing • Fly fishing • Hunting • Hiking • Whitewater rafting • Mountain biking • Snowmobiling • Horseback riding . According to the Montana Department of Commerce office of Tourism, over 10 million visitors come to Montana each year and spend nearly $2.8 billion. The general quality of life is high in the area and Bozeman is known as a pleasant place to visit, as confirmed by the responses from meeting planners and others we interviewed during the course of our study. 21 Hospitality Consulting Group Bozeman Convention Center Local Market Conditions TOURISM Surrounded by the impressive beauty of mountains and streams, Bozeman is a popular tourism destination. It serves as the gateway to Yellowstone National Park, located less than a two hour drive to the south. Visitors frequently headquarter in Bozeman from which they take day trips to activities in the area. Local and area attractions that are of interest to tourists and convention attendees are discussed below. Performing Arts The performing arts community is active in Bozeman. Two theater companies and an opera company perform throughout the year. The newly refurbished Ellen Theater recently opened as a movie and performing arts venue. Constructed in the early 1900s and lavishly designed playhouse has great historical significance with a long list of famous performers of the past. Museums Bozeman's museums are popular with local residents and visitors alike, and are of a quality that make them tourist destinations. The most popular museums are: • Museum of the Rockies • Gallatin Pioneer Museum • American Computer Museum • Children's Museum Big Sky Resort This popular report is located approximately 50 miles south of the Bozeman and 18 miles from Yellowstone National Park. The resort is consistently ranked in the top 10 best resorts in North America. It features two ski hills with a combined total of more than 5,000 skiable acres. There are a number of shops, restaurants and nightspots in the village and the area has 2,000 rooms located in hotels, condominiums and cabins. Other amenities include a golf course, a spa. Outside of the ski season, the area offers world class trout fishing, white water rafting, hiking, and horseback riding. 22 Hospitality Consulting Group Bozeman Convention Center Local Market Conditions Bridger Bowl The Bridger Bowl ski area is located 16 miles north of Bozeman. It is a popular destination for people vacationing in Bozeman., as well as residents. This developing recreational amenity has no lodging accommodations so skiers return to Bozeman in the evening. The hill has eight chairlifts that provide access to 2,000 skiable acres. Due to its proximity to Bozeman, ski outings could easily be arranged for convention attendees. MONTANA STATE UNIVERSITY Montana State University-Bozeman is one of four branches of the university. It offers degrees through eight colleges student enrollment is 8,763 undergraduates and 5,897 graduate students. The university competes in the NCAA Division I Big Sky Conference. MSU-Bozeman is known for its hi-tech innovation activities and in 2011 was awarded $102 million in research funding for study in biomedical sciences, energy and the environment. University alumni are very loyal and are reported to return to campus frequently. This level of interest could help the draw of the convention center for consumer shows and for booking conventions and conferences. The University would also be a good source of speakers for events at the center. LOCAL MEETING AND EXHIBIT FACILITIES The existing meeting facilities in Bozeman have an impact on both the scale and the eventual utilization of the planned convention center. The building program for the center must take into consideration the existing facilities to avoid needless and costly duplication. The eventual utilization of the facility will be affected not only by the avoidance of such duplication, but by the availability of existing facilities both from a competitive standpoint and as supplemental meeting and/or banquet space for events which have need for space in addition to the proposed center. Existing facilities in Bozeman include the following: Montana State University-The University has two large venues in which it hosts various events. 23 Hospitality Consulting Group Bozeman Convention Center Local Market Conditions The Strand Union Building has a total of16,700 square feet of meeting space consisting of a 13,000 square foot ballroom and 10 meeting rooms that total4,700 square feet. The ballroom, which can seat 476 for a banquet, is the largest in town and therefore is used for fundraisers and other large food events. It is also used for speakers and meetings. The facility is only available to the public on limited occasions while school is in session, so most of its public activity occurs during the summer months. The ballroom rents for $1,440 per day or $720 per half day. The Worthington Arena is the University's field house. It can seat 7,250 for sporting events and concerts. The floor area covers 50,000 square feet and was reported to host four or five tradeshows and consumer shows annually. Like the student union, availability of this venue is limited as users must work around the university athletic schedule, and the normal schedule can be extended if a team makes the playoffs in its sports. Gallatin County Fairgrounds-Located on the northern side of Bozeman, the fairgrounds hosts the county fair during the third week in July and makes its facilities available to the public to rent for functions the rest of the year. A 5% "improvement" fee is added to all rentals. The Indoor Arena has 10,440 square feet with a dirt floor and can seat 1,200 in bleacher seating. It rents for $426 per day on weekends and $277 per day during the week The Sale Pavilion has bleacher seating around a raised platform and is used for concerts, theater productions and animal shows. It has a capacity of 350 people and rents for $332 on weekends and $216 during the week. The four Exhibit Buildings are lined up adjacent to each other and are used for consumer shows such as gun and antique shows, tradeshows, and for retail warehouse sales. These older and modestly appointed buildings have floor areas of 7,000, 6,000, 4,000, and 2,400 square feet The three larger buildings rent for $387 to $508 on weekends and $252 to $331during the week. Promoters expressed dissatisfaction with these facilities, mentioning their low quality interiors, poor lighting, and lack of 24 Hospitality Consulting Group Bozeman Convention Center Local Market Conditions public address system. Promoters do like the large amount of convenient parking that is adjacent to the buildings. The Haynes Pavilion is an open air facility used for consumer shows, fund raisers, concerts, dances, animal shows, and farmers markets. It is only available April through October as it is used as a skating rink during the winter. The 25,000 square foot space rents for $84 7 on weekends and $541 on weekdays. Holiday Inn -This 177 -room property is the largest hotel in Bozeman and its facilities include a restaurant and bar. It has a total of 15,000 square feet of meeting space that consists of a 3,600 square foot divisible ballroom that is divisible and four breakout rooms. The ballroom has a banquet capacity of 350 and can seat up to 450 people theater-style for a meeting. Best Western Gran Tree -This 120-room hotel is located adjacent to the Holiday Inn and also has a large amount of meeting space, a restaurant and a lounge. Its 11,000 square feet of meeting space consists of a 4,400 square foot divisible ballroom and 3 breakout rooms with a total of 2,000 square feet. The ballroom has a banquet capacity of 400 and can seat up to_ people theater-style for a meeting. Hilton Garden Inn-This 122-room property is one of the newest hotels in the market and its facilities are the highest quality. Meeting space consists of a 3,3 75 square foot ballroom that is divisible into three sections, and 1small boardroom. The ballroom has a banquet capacity of 220 and can seat up to 300 theater style for a meeting. Big Sky Resort-This popular report is located 50 miles south of the Bozeman airport near Yellowstone National Park The resort is consistently ranked in the top 10 best resorts in North America. It features two ski hills with a combined total of more than 5,000 skiable acres. Other amenities include a golf course, a spa, and retail shops, restaurants and nightspots in the village. There are some 750 lodging units on the ski hill and another 1,250 in the village. The ski resort has constructed convention facilities and successfully markets them to professional continuing education groups as well as conferences and conventions. The Yellowstone Conference Center has nearly 14,000 square feet of public space that includes an 8,000 square foot divisible 25 Hospitality Consulting Group Bozeman Convention Center Local Market Conditions ballroom and four breakout rooms. The ability to ski a half day after a meeting or stay a day or two afterwards has proven to be a strong incentive in capturing this business. In the first quarter of this year, 16 mostly medical education events were held at Big Sky covering 80 event days. Meeting attendees that don't drive to the resort, must either rent a car or catch a shuttle from the airport to the resort. Even with this inconvenience, a meeting planner familiar with this business remarked that it would be difficult, but not impossible, for Bozeman to capture a portion of this business. The key characteristics of the Bozeman area meeting facilities are summarized in the following table. BOZEMAN AREA MEETING FACILITIES Total Meeting CaEaci!Y Facili!Y Meeting Ballroom Exhibit Theater Rooms Banguet Meeting Strand Union (MSU) 18,000 sf 13,000 sf 190 7 476 1,300 Worthington Arena (MSU) 50,000 sf Gallatin County Fairgrounds: Exhibit Building 1 7,000 sf Exhibit Building 2 6,000 sf Exhibit Building 3 4,000 sf Exhibit Building 4 2,400 sf Haynes Pavilion 24,750 sf 24,750 sf Holiday Inn 15,000 sf 3600 sf 4 350 450 Best Western Gran Tree 11,000 sf 4,400 sf 2,700 sf 3 400 485 Hilton Garden Inn 3,800 sf 3,400 sf 1 220 300 Yellowstone Conf. Ctr. 13,900 sf 8,000 sf 120 4 750 800 HOTEL SUPPLY A critical factor considered by convention planners in their site selection process is the number of hotel rooms that are either connected to or within easy walking distance of the meeting facility. The necessity of using public or private transportation in order to move delegates from hotels to meeting facilities translates into increased cost and inconvenience, but is acceptable to very large groups that choose to meet in a community that does not have a convention hotel of sufficient size. Respondents to our survey unanimously 26 Hospitality Consulting Group Bozeman Convention Center Local Market Conditions required a location that has hotel rooms directly connected or immediately adjacent to the meeting facilities. There are 19 franchised hotels with a total of 1,785 rooms located within Bozeman and nearby Belgrade. There are an additional 11 independent hotels with a total of 502 rooms. For purposes of evaluating the lodging capacity in a community, we focus on the franchised properties as they are the ones that visitors, unfamiliar with the area hotels, are most likely to book. The supply of hotels represents a broad range offacilities and room rates, which will provide delegates with a number of lodging choices. The three full service hotels, which delegates usually prefer because of their convenient food and beverage, make up almost one fourth of the available franchised room supply. We believe the supply of hotels to be sufficient to support the proposed convention center at the recommended size. The Bozeman hotel supply is summarized in the following table. 27 Ho~pitality Consulting Group Bozeman Convention Center Local Market Conditions BOZEMAN HOTEL SUPPLY FRANCHISED HOTELS Service Date Number Hotel Type Opened of Rooms Franchised Hotels: Holiday Inn Midscale full service 1969 177 Hilton Garden Inn Upscale full service 2005 123 C'mon Inn Economy 2006 125 Comfort Inn Midscale limited service 1992 121 Best Western Plus Gran Tree Midscale full service 1974 120 Residence Inn Economy 2007 115 Days Inn & Suites Economy 1978 114 Super B Economy 1980 107 Homewood Suites Midscale limited service 2010 102 Holiday Inn Express & Suites Midscale limited service 1999 97 Comfort Suites Economy U/C 80 Super 8 Airport Economy 1985 72 Hampton Inn Midscale limited service 1998 70 Quality Inn Belgrade Midscale limited service 1995 67 LaQuinta Inn & Suites Belgrade Economy 2001 65 Microtel Inn & Suites Economy 2001 61 Fairfield Inn Midscale limited service 1992 57 Roadway Inn Economy 1994 56 LaQuinta Inn & Suites Economy 2010 56 1.ZB5 Source: Smith Travel Research HOTEL MARKET CHARACTERISTICS In order to assess the recent business trends of the local Bozeman lodging market, we analyzed lodging tax data to provide a picture oftotal hotel sales over recent years. Our analysis found that lodging tax revenue, and thus total room revenue, increased by 1% in 2008, declined by 5% percent in 2009, and then recovered quickly with a 13% increase in 2010 followed by an 8% increase in 2011. For the first three quarters of 2012, lodging revenues are up 11% over the same period in 2011. Our research included discussions with the general managers of several of the leading hotels, regarding demand patterns, pricing structures and performance ofthe local market. Information obtained from these discussions was correlated with lodging tax data to arrive at estimates of the 28 Hospitality Consulting Group Bozeman Convention Center Local Market Conditions room for a large influx of new group demand from the convention center, the situation is not critical because association and convention demand is lowest during these same months. CONVENTION AND VISITORS BUREAU The success of the planned Bozeman convention center in attracting conventions, meetings and other events from outside the area will depend largely upon the efforts of the Convention and Visitors Bureau. Facility management will need to work closely with the Bureau to allocate their respective marketing resources in the most effective manner. Typically, the convention and visitors bureau takes a lead role in marketing the community and its public assembly space to events outside the area while the convention center places primary emphasis on local marketing and filling gaps in the schedule. Consequently, the convention and visitors bureau must compete on a regular basis with similar organizations from other cities. While dollars available are not the sole factor in determining marketing success, adequate funding, comparable to the communities which compete for the same business, will be necessary to compete effectively. LOCAL MARKET CONCLUSIONS Our analysis found that Bozeman has a strong economy and is well positioned to achieve the large growth that is anticipated to occur over the next two decades. The area possesses truly impressive natural beauty and outdoor activities that make visitors' stays memorable. Combined with the infrastructure of restaurants, shopping and a large and diverse hotel supply, these positive attributes will help Bozeman to attract conventions and groups to its community. There is a lack of quality meeting space that is available for larger group functions. The existing space is located at the university which allows only limited outside use, at the fairgrounds where the space is outdated, or at three hotels where the largest ballroom is only 4,400 square feet Bozeman has a large and diverse supply of hotels that have excess capacity to accommodate convention business, except during the summer months when local hotels operate at capacity. 30 Hospitality Consulting Group Bozeman Convention Center Comparable Communities and Facilities SECTION 4: COMPARABLE COMMUNITIES AND FACILITIES MONTANA EVENT FACILITIES Bozeman will compete with other large Montana cities and resorts for state association and government meetings and continuing education functions. We have identified the large meeting and event facilities that exist within the state and have provided brief descriptions oftheir facilities and pricing structure. These existing facilities provide useful insight into the types and sizes of spaces that other communities have constructed to meet their needs, as well as an understanding of the alternatives that the Bozeman facility would have to bid against for these kinds of groups. Billings, MT Billings is the largest city in the state with a population of 106,000 and, with 4,000 hotel rooms, has the largest supply oflodging accommodations. Its major meeting venues include the following. Metra Park-This public facility opened in 1975 near the county fairgrounds. It is owned by the City of Billings and Yellowstone County. The arena component was damaged by a tornado in 2010 which led to a $27 million renovation. The complex consists of the 30,000 square foot Rimrock Auto arena that can seat up to 12,000 for a concert. The venue hosts sporting events and tournaments, concerts, consumer shows, rodeos, and similar events. Another component is the 77,400 square foot Expo Center that is used for large exhibitions and ticketed events. The facility consists of two large rooms: a 63,000 square foot large hall that rents for $3,250/day and a 14,400 square foot hall that rents for $1,000/ day. The entire hall rents for $4,000/day. 31 Hospitality Consulting Group Bozeman Convention Center Comparable Communities and Facilities The Montana Pavilion is the third main component of the Park. The 28,800 square foot facility has two large rooms: an 18,000 square foot space that rents for $1,400/day and a 10,800 square foot space that rents for $1,000/day. The entire facility rents for $2,000/day. Much of the state's convention business is centered around the Holiday Inn Grand Montana and the adjacent Billings Hotel and Convention Center. Both hotels have large amounts of public function space and are supported by five other hotels that are within easy walking distance. Combined there are over 1,000 hotel rooms at this location, however 400 of these rooms are in older economy hotels. Holiday Inn Grand Montana-With 50,000 square feet of meeting space, this 316-room hotel is the largest in the state. The older, two-story portion ofthe hotel opened in 1972 and a newer midrise atrium building opened in 1986. Its 10,200 square foot ballroom has a banquet capacity of 4,670 and can seat over 1,000 for a meeting. Other facilities include the 29,000 square foot Montana Convention Center that can seat 2,000 for a banquet. Billings Hotel and Convention Center-This older 235-room hotel, located adjacent to the Holiday Inn Grand Montana, has 23,000 square feet of meeting space. Its largest space, a 9,000 square foot ballroom, has a banquet capacity of 1,400. It has a smaller 2,000 square foot meeting room and 12 other breakout rooms. Crowne Plaza Hotel-This 289-room hotel is a midrise structure located in downtown Billings. It features a restaurant and lounge and has 16,000 square feet of meeting space. Its 6,800 square foot ballroom can seat up to 520 for a banquet and 760 for a meeting. It also has a 2,000 square foot junior ballroom and 12 breakout rooms that total about 7,000 square feet. Northern Hotel-This 160-room older hotel is also located downtown and is just about to open after a complete renovation. It features a restaurant, lounge and 12,100 square feet of meeting space. It will have a 7,000 square foot ballroom and six breakout rooms that will total approximately 5,000 square feet. 33 Hospitality Consulting Group Bozeman Convention Center Comparable Communities and Facilities Missoula, MT Missoula is located on Interstate 90 on the western side of the state. With a population of nearly 67,000, it is the second largest city. It is served by four airlines that offer direct flights to Denver, Seattle, Salt Lake City, and Minneapolis on a regular basis. The University of Montana is located here and it has the largest assembly space in the community. There are also three hotels with large amounts of public space. University of Montana-The Adams Center on the university campus hosts sporting events, concerts, and other large assembly functions. It represents over 44,000 square feet of exhibition space. The University Center student union has 17 meeting rooms for a total of 37,000 square feet. The largest is a 10,400 square foot ballroom that can serve 700 for a banquet. Hilton Garden Inn -This 146 room hotel opened in 2006 and features 22,000 square feet of meeting space. Its ballroom has over 13,000 square feet and is supported by three breakout rooms. This is a popular meetings destination and several of our survey respondents shared very favorable comments about it. Holiday Inn-This 200 room hotel is located in the downtown and opened in 1983. It has a total of 15,000 square feet of meeting space, which includes a 5,500 square foot ballroom. Doubletree Hotel-This older 171 room hotel opened in 1973 and has 8,100 square feet of meeting space which includes a 6,300 square foot ballroom. Great Falls, MT Great Falls is located in central Montana north of the I-90 corridor. It has a population of nearly 59,000 which makes it the third largest city. The city has two venues with large public space and one older convention hotel. The Mansfield Convention Center features a historic theater with 1, 782 seats that is attached to a convention center with nearly 25,000 square feet of rentable space. The largest room in the center has 15,300 square 34 Hospitality Consulting Group Bozeman Convention Center Comparable Communities and Facilities feet and can seat 688 for banquets. There are three breakout rooms with a total of9,600 square feet. The center is located in the downtown and the nearest hotel is a 1 OS room Quality Inn two blocks from the center. Montana Expo Park is the state fairgrounds which makes its buildings available for public use. Its facilities include a 5,300 square foot arena and a 15,000 square foot exhibit hall. It also has large event space available in 3 older buildings. Best Western Plus Heritage Inn -This 231 room hotel opened in 1972 and is the largest convention hotel in Great Falls. It has approximately 18,000 square feet of public function space that includes an 11,000 square foot ballroom that can seat 800 for a banquet. Butte,MT Butte is located along Interstate 90, about 90 miles west of Bozeman. It has a population of over 34,000, making it the fifth largest city in Montana. It does not have a convention center so meetings and social functions are held in several hotels that have public space. The two hotels having the most function space are described below. Copper King Hotel & Convention Center -This 150-room historic hotel has 15,000 square feet of public space that is divided nearly equally between a ballroom and a convention center that can be divided into six rooms. The hotel is undergoing renovation. Quality Inn & Suites has 129 guest rooms and a total of nearly 10,000 square feet of public space. The largest space has 4,300 square feet and the remainder ofthe space exists in five meeting rooms. Helena,MT Helena is the state capital and is located on the western side of the state on Interstate 15, about 55 miles north of Butte. It has a population of28,200. Most of its convention business is related to state government and is accommodated mainly in three hotels. The supply of franchised hotels in Helena totals 1,400 guest rooms. 35 Hospitality Consulting Group Bozeman Convention Center Comparable Communities and Facilities Red Lion Colonial Hotel-This older 149-room hotel is located adjacent to the capitol and has the largest amount of meeting space with 15,000 square feet. It features two ballrooms of 4,600 and 3,400 square feet, and 8 other meeting rooms. Best Western Premier Great Northern Hotel-This 100-room hotel opened in 2003. It has 8,000 square feet of public space that consist of a 7,000 square foot ballroom and a 1,000 square foot meeting room. An additional three small boardrooms are available. Holiday Inn Downtown Conference Center-This older 71 room hotel has 6,000 square feet of meeting space that includes a 2,200 square foot ballroom. Pertinent facts for the largest facility in each city are summarized in the table below. OTHER MONTANA CITIES CONVENTION FACILITIES Meeting Total Largest Facili~ Arena (Seats) Ballroom Exhibit Rooms Meeting Billings: Metra Park 10,000-12,000 18,000/10,800 sf 77400 s f 106,200 sf Holiday Inn 10,200 sf 29000 s f 8 50,000 sf Missoula: Adams Center 5,500-7,500 44000 s f 44,000sf University Center 10,400 sf 17 3,7000 sf Hilton Garden Inn 13,000 sf 3 22,000 sf Great Falls: Mansfield Convention Center 1,800 15,300 sf 3 25,000 sf Montana Expo Park 5,000 15,000 sf 15,000 sf Bes t Western Plus Heritage Inn 11,000 sf 3 18,000 sf Butte: Copper King Hotel & Covention Ctr 7,500 s f 7,500 sf 15,000 sf Helena: Red Lion Colonial Hotel 4,600/3,400 sf 8 15,000 sf 36 Hospitality Consulting Group Bozeman Convention Center Comparable Communities and Facilities REGIONAL CONVENTION CENTERS We believe that the proposed convention center will be able to capture some convention and conference business from the Pacific Northwest region of the country. Most associations define this region to include Washington, Oregon, Idaho, Montana, and Alaska. In order to assess the nature of the facilities in these states that Bozeman would be competing with, we developed an inventory of potentially competitive facilities within 375 miles of Bozeman. Their locations are shown on the following map and their facilities are summarized below. Casper Events Center-Casper, Wyoming. This arena is owned by the city and hosts athletic events, family shows, concerts, community events, rodeos, and trade shows. The arena floor covers 28,200 square feet and can seat 10,000 for a concert. There are also four meeting/function rooms; one has a capacity of 200 while the other three each have a capacity of 50. The center averages 200 event days a year and last year it hosted 21 conventions/tradeshows and 15 concerts. The arena rents for a minimum of$1,500/day for non-admission events. The small functions rooms rent for $150/day and $50/day. Boise Centre-Boise, Idaho. This events center is owned by the city and has become a popular venue for local events, as well as conventions, tradeshows, and exhibitions. It reports an average of 300 use days annually. The center has 50,000 square feet of rentable space that includes a 25,000 square foot ballroom that can serve 800 for a banquet, a 375 seat theater and a variety of meeting rooms that can produce 20 different meeting room combinations. There are 800 hotel rooms within three blocks of the center. Spokane Convention Center-Spokane, Washington. This relatively new facility has more than 140,000 square feet of rentable space. Its space consists of a 100,000 square foot exhibition hall, a 25,300 square foot ballroom, and 8 divisible meeting rooms with a total of 15,100 square feet. Also included is a 2, 700 seat performing arts theater. 37 Hospitality Consulting Group Bozeman Convention Center Comparable Communities and Facilities Salt Palace Convention Center-Salt Lake City, Utah. This major convention facility has a total of 679,000 square feet of meeting and exhibit space. The center has a 45,000 square foot ballroom and the exhibit hall encompasses 130,000 square feet. There are 1,000 parking spaces beneath the center. COMPARABLE COMMUNITY COMPARISONS Additional insights regarding facility sizing can be gained by reviewing convention and event facilities that are operating in similar markets throughout the country. We selected communities that were located within the central part of the country (avoiding either coast) and were distant from a major metropolitan area. The size of a community is a major factor affecting the utilization of an events center. More residents generate a larger number of social events and provide a larger audience for entertainment and consumer shows. The level of household income influences the success of consumer shows. The level of commercial activity and related meetings is generally related to the size of the area population. The table below presents a summary ofthe selected comparable facilities and markets evaluated as a part ofthis analysis. 39 Hospitality Consulting Group Bozeman Convention Center Comparable Communities and Facilities Compar able Facilities and Communities MSA Convention Location Population Center (sq. ft.) Bozeman, MT 92,614 Mankato, MN 98,020 45,000 Wenatchee, WA 113,017 42,500 Wausau, WI 134,735 75,000 LaCrosse, WI 135,298 63,000 Rapid City, SD 138,738 57,000 Iowa City, lA 158,231 60,000 Joplin, MO 174,327 50,000 St George, UT 186,000 68,600 Watertown, SD 223,000 23,500 Topeka, KS 234,566 68,000 Grand Junction, CO 256,000 20,700 Eugene, OR 354,552 30,000 Lansing. Ml 465,732 97,000 Madison, WI 620,778 25,000 Boise, ID 637,896 51,100 Sioux City, IA 656,000 37,900 Ardmore, OK 1,025,000 44,600 New Bern, NC 1,093,000 16,200 The level of median household income for Bozeman compares favorably with most of the comparable communities. With respect to population, there does not appear to be a direct correlation with size of convention center. This is understandable because of the difference in such variables,as economy, funding sources, presence of alternative venues, proximity to other convention centers etc. It is worth noting that none of these communities with populations of 1 million of less have convention centers with more than 100,000 square feet. 40 Hospitality Consulting Group Bozeman Convention Center Market Demand SECTION 5: MARKET DEMAND ANALYSIS It is important to understand that different types of events have varying levels of economic impact on the community. Events that draw people from outside the local community generally have the greatest impact as their expenditures represent new dollars for the local economy. These visitors require lodging and may also make other purchase while in the community. Also, their exposure to Bozeman may encourage them to return for a leisure visit at a later date. Research was conducted among potential users of the proposed convention center including representatives of state associations, event promoters, local non-profit organizations, and area businesses. The purpose of the research was to gain primarily qualitative information regarding market perceptions of Bozeman and to determine the size and range of the facilities required to accommodate various segments of meetings demand. The following section presents key characteristics of various user groups which will have an impact upon the scale and the potential utilization of the planned center. INDUSTRY CHARACTERISTICS Convention centers host a variety of events that generally involve face -to- face communication of some sort, information gathering, or entertainment. Given the wide variety of uses, the flexibility of a center's public space is a major factor in the amount of utilization it receives. The major convention center market segments are described below. Conventions /Tradeshows Associations, the primary component of the convention market, are entities organized within the framework of a particular industry, industry group, profession, social theme or fraternal affiliation. Conventions are privately held meetings of professional groups and associations and commonly take place in hotels or convention centers. These meetings are attended by association 41 Hospitality Consulting Group Bozeman Convention Center Market Demand members andjor affiliates wishing to share ideas. The convention can consist of a single meeting or a number of concurrent meetings during the entire event period. Conventions sometimes feature extensive exhibits as well. Conventions with or without exhibits are considered "high impact" events since attendees normally stay several nights in the host city, which generates hotel sales. In addition to hotel expenditures, attendees purchase other goods and services while in the city such as food and beverage, entertainment, merchandise and gasoline. Conferences Conferences are meetings and continuing education programs held by professional associations, businesses, and government agencies. These events typically do not have exhibits associated with them and are less likely to have banquets. Consumer Shows Consumer shows are open to the public in contrast to tradeshows which restrict attendance to persons having certain qualifications, typically membership in the sponsoring organization, occupation or industry. Event promoters bring a variety of functions to a community, including consumer /trade shows, family shows, concerts, and entertainers. The type of event and frequency is influenced by the size of the area population and by the suitability, size and availability of a venue. Examples of consumer shows presently being held in Bozeman are the Women's Expo, Home & Garden Show, Gun Show, Farm & Ranch Show, Gem & Mineral Show, and Antique Show. The majority ofthe consumer shows are held at the fairgrounds, either in the four exhibit buildings, the arena or the pavilion, or at the student union or the arena on the MSU campus. Local Users Events will originate from a variety of sources within the local market including local companies, civic organizations, cultural groups, social groups, private individuals and the management and marketing entities responsible for the proposed center itself. Examples of community events include festivals, warehouse sales, and charitable garage sales. Other categories of local use include fundraisers, recognition banquets, receptions, public meetings, and meetings oflocal organizations. 4 2 Hospitality Consulting Group Bozeman Convention Center Market Demand A focus toward major economic impact events such as conventions notwithstanding, a primary function of the proposed center is to meet the public assembly needs within the local community. The availability of a high quality venue encourages more civic events, provides appropriate assembly facilities needed by area employers and social events, and generally improves community pride. Local usage is difficult to characterize for several reasons, including the number of different potential sources, variety of types of events, price sensitivity and the impact of booking policies (both priorities and discounts) at the center. Much of the future utilization will represent expansion of existing events, due both to more available space and to more successful events, as well as new events which cannot currently be accommodated in the existing venues. To this extent, potential local users have difficulty determining their eventual needs until the facility is operational. SURVEY RESEARCH In order to assess the potential for the proposed convention center, we surveyed local organizations, Montana state associations, planners for regionaljnational conventions, and consumer show promoters. The objectives of this research were the following: • Identify pertinent event characteristics, including attendance, space needs, length of event, and time of year functions are held; • Identify lodging requirements for the total number of hotel rooms required by attendees and the minimum number of rooms available in a headquarters hotel; • Identify insights into the familiarity with Bozeman that planners possess and their impressions; • Identify perceived constraints and obstacles that could limit business at the convention center; and • Explore the likelihood that Bozeman would be considered for a future event. 43 Hospitality Consulting Group Bozeman Convention Center Market Demand The survey consisted of telephone calls to 65 state associations, electronic surveys sent to 95 regionaljnational planners, and written surveys mailed to 38 Montana non-profit organizations. We received responses back from planners who represent 50 annual state meetings and 50 national meetings. The following is a summary of the survey responses. Familiarity with Bozeman One of the initial questions posed to respondents had to do with their familiarity with Bozeman. Almost 73% of the state association respondents reported that they had held a function in Bozeman in the past. Some of these were board meetings or other smaller groups, however, several were conventions. There was a lack of awareness among the national planners, other than those who had vacationed there. This is understandable as there are presently no convention facilities to attract attention when planners conduct destination searches. The responses of national planners and association executives consistently raised the same obstacles that would prevent them from considering Bozeman for a national event. The theme of their comments had to do with the limited air service to Bozeman and the cold weather. Due to these factors, little interest was shown in holding a national convention in Bozeman, however a few indicated that it would be a consideration for a regional event. These issues will be explained in greater detail later in this report. However, in order to not skew the results and interpretation of our survey, the following analysis focuses mostly on the state association responses. Number of Meetings Held The state association respondents were asked how many meetings they hold annually. 45% of the associations hold just one annual meeting, 45% have between 2 and 4 meetings annually, and 10% do not hold any meetings. Perceptions of Bozeman Since the proposed convention center will have to capture state association demand from existing venues, respondents were asked about their perceptions of Bozeman. In general, the state associations were quite complementary about the Bozeman community and its amenities and were very enthusiastic about having a convention facility in Bozeman. Several mentioned that they hold 44 Hospitality Consulting Group Bozeman Convention Center Market Demand functions in Billings only because no other city can accommodate their space needs. Many respondents said they like to rotate around the state and would welcome another meeting site. Relevant comments obtained during our interviews included: • "great town, fairly central and easy to get to by car" • "great place! Centrally located, fun town." • "Close to the national park so people sometimes add on a couple days and make a family vacation of it." • "Just get it done please!" • "the right facilities would own the Montana market" Likelihood of Holding an Event in Bozeman All of the Respondents were asked about the likelihood of their organization holding a convention or conference in Bozeman if adequate facilities existed. Of the state associations, 77% indicated they would be likely or very likely to consider Bozeman. A much smaller percentage of national planners, around 5%, indicated Bozeman would be a possibility for a future meeting site. We conclude that this shows a very high level of interest among state associations and a relatively low level of interest among national groups. There were no negative reasons given by state associations for not convening in Bozeman. A number of respondents indicated that the organization's president selects the convention location. The chief reason given by national groups were related to weather and location. Several indicated they only met in warm weather lo cations to encourage participation and avoid weather-related travel problems, or only on the east or west coast. Limited air service and high cost was mentioned. One national respondent indicated there are not enough upscale hotels in Bozeman. Season Meeting Held For those groups showing a positive interest in the new convention center in Bozeman nearly one-half hold their meetings in the fall. Summer is the least popular meeting time with only 14 percent holding their function during this season. This fits well into the Bozeman lodging industry business cycle as summer tourism frequently fills Bozeman hotels to capacity. 45 Hospitality Consulti11g Group Bozeman Convention Center Market Demand relatively small numbers of participants. These requirements can easily be accommodated within the existing Bozeman supply ofhotels. Only the largest groups were willing to use a shuttle between the hotels and the center. All others require hotels within easy walking distance. This is a key finding with great relevance in determining an appropriate site for the proposed convention center. Exhibit Space Requirements In order to obtain an idea of meeting space needs, we asked respondents about their requirements for exhibition space and for meeting space. We found that 70 % of the functions held by groups interested in Bozeman require exhibit space. The median amount of exhibition space required is 4,000 square feet and 90% of the groups need 10,000 square feet or less. For many functions, portions of the ballroom and larger meeting rooms can be used for exhibit space. Total Space Requirements Total meeting space requirements (exhibit, meeting, and banquet) can be a misleading statistic because a particular space can be used for multiple purposes, such as a meeting room turned over for banquet use. We calculated the total square footage needed on average by the respondents to include banquet space that was separate from required meeting space. Our survey found that virtually all of the functions held by state associations that indicated a positive interest in Bozeman require a ballroom for either meetings, or for meals and banquets, or for both. Discussions with meeting planners indicated that they greatly prefer having meal functions and banquets in a space separate from their meeting rooms. Thus, in our space needs analysis, we have assumed separate space for meetings and meals for all but the largest groups. Since ballrooms are typically divisible, they can be used to provide breakout space as well. For all the groups that felt positively towards Bozeman as a future site, the median amount of total meeting space required is 7,000 square feet and 90% of the groups need 21,000 square feet or less. To obtain a measure that was more realistic for a convention center, we eliminated the smaller groups that could fit into a large hotel and therefore 47 Hospitality Consulting Group Bozeman Convention Center Market Demand would not need to hold their function in a convention center. An analysis of these remaining groups found the median amount of total space was 9,000 square feet and 90% ofthese groups require 21,000 square feet or less. Ballroom Space Requirements Nearly all of the respondents required an upscale meeting space for their function, either for a meeting attended by all participants or for a banquet, or both. Such space is often used multiple times during the course of an event and typically can be subdivided into smaller breakout meeting rooms or to host concurrent events. Based on the survey results we found that 90 percent of Bozeman's potential state and regional organization events require 8,000 square feet of dedicated ballroom space or less. All could be accommodated in12,000 square feet if the ballroom could be used for a banquet as well as for the meetings. Summary of Findings The data summarized above indicates that 90 percent of the potential state and regional convention business could be accommodated by a convention center with a total of at least 21,000 square feet of rentable space that includes10,000 square feet of exhibit space and a ballroom of at least 8,000 square feet A combination of ballroom and exhibit space of 24,000 square feet should provide the capacity to accommodate all butthe largest of the state conventions. Attendance Based on the estimated average attendance reported by respondents for the groups that would be interested in Bozeman, 90 o/o of the functions have attendance of 500 attendees or less. Approximately 70 percent of the functions have an average attendance of 200 people or less. Entertainment The ability of Bozeman to attract national entertainers and family shows is limited due to both the size of the market and its proximity to Billings. Promoters are reluctant to book acts into both Bozeman and Billings for fear of over exposure and dilution of demand. The types of entertainment that would be economically viable to promote in Bozeman require a tiered facility with 48 Hospitality Consulting Group Bozeman Convention Center Market Demand 3,000 to 5,000 seats. The 7,000-seat Worthington Arena on the MSU campus currently hosts the community's large entertainment events, as well as high school tournaments and many other arena events. The fairgrounds also has an arena that can seat 1,200. The proposed convention center would be able to host smaller concerts and entertainment acts. SUMMARY AND CONCLUSIONS Based on our interviews and surveys it is evident that Bozeman has a very positive image among Montana groups. Its central location is viewed as a positive attribute for all but some of the agricultural groups that prefer to meet in the western half of the state, and the petroleum groups that prefer to meet in Billings because that is where the industry is concentrated. Although Bozeman lacks a large headquarters hotel (such as the 316-room Holiday Inn in Billings) it has a concentration of six hotels with a total of over 700 rooms within easy walking distance of the proposed convention center site that provide the necessary capacity to accommodate all but the largest state groups. Although delegates would stay at a hotel of their choice that may be located elsewhere in the city, the planners would appreciate the fact that sufficient lodging for their group exists near the center. Thus, it is the lack of new large meeting space that is the main obstacle preventing Bozeman from hosting more state conventions. COMPETITIVE STRENGTHS Billings is the largest city in the state and therefore will be Bozeman's chief competition for groups seeking to meet in Montana. For all but the largest groups, our research indicates that Bozeman should be able to compete effectively with Billings, if for no other reason than variety for groups that have been confined to meeting there due to lack of adequate facilities elsewhere. Bozeman is almost uniformly perceived as a desirable community. For the other smaller cities in the state that host rotating conventions, we feel that Bozeman will be able to capture more than its fair share of this business. In support ofthese conclusions, we have identified the following competitive advantages possessed by Bozeman. 4 9 Hospitality Consulting Group Bozeman Convention Center Market Demand OBSTACLES • Central location within the state with interstate access • Air service superior to all other Montana cities except Billings • Supply of nearly 1,800 nationally franchised hotel rooms • A quaint and vibrant downtown shopping area • Variety of outdoor recreational activities • Extensive restaurant and retail development • Montana State University is an attractive draw for alumni and also a source for speakers • Scenic beauty • Proximity to Yellowstone National Park For state and regional convention business whose attendees are within driving distance, Bozeman represents a very favorable meeting site. The age of the two convention hotels that are located adjacent to the convention center site could become an issue. • Headquarters Hotels-Several respondents to our survey referred to the Holiday Inn and the Best Western Plus Gran Tree as "dated" and "facilities not so good". This is not too surprising as the two-story hotels are 43 and 38 years old, respectively. In comparison, the main headquarters hotel in Billings, the Holiday Inn, is a more contemporary mid-rise atrium structure that was completely renovated in 2008. Although Bozeman has a very positive perception among event planners within the state, it has a very low awareness among national and regional meeting planners and groups, other than as a vacation destination. This is not surprising since, without an existing convention center, planners have no reason to consider Bozeman for a meeting destination. The main obstacles to drawing national groups that we encountered in our research have to do with climate, population density, air service and hotels. • Colder climate -Concern was expressed about potential weather-related travel problems for an event in Bozeman. Also, there was a belief that conventions held in warm climates draw better attendance than a colder location. 50 Hospitality Consulting Group Bozeman Convention Center Market Demand • Lack of surrounding population density-A number of national group respondents rotate their meetings among the east coast, west coast and occasionally the Midwest as a convenience to its members. They felt that Montana was too isolated to draw well as almost all of the attendees would have to travel a long distance. • Limited air service-Respondents explained that non-stop air service is extremely important for national events attended by people from all over the country. At the present time, the only daily non-stop service to Bozeman is Denver, Minneapolis, and Salt Lake City, and one daily flight to and from Chicago and Seattle. Non-stop flights reduce travel time and the potential for delays and missed flights. They also allow attendees to arrive on the day the convention begins and return home on the afternoon of the last day. It is easier to get speakers if they can fly in and out from the site in the same day. Inconvenient connections frequently result in an extra night in a hotel. • Lack of high quality hotels-Some of the national groups meet in large cities or resorts where they are headquartered in four star hotels, such as Marriott, Hyatt, Hilton and Westin. Bozeman's has several new hotels, but its two large convention hotels, while in good condition, are more than 35 years old. The characteristics of the lodging demand in Bozeman could not support the investment required by this type of hotel. However, a new three star headquarters hotel would substantially improve Bozeman's attractiveness as a meeting destination. The first three situations cannot be altered, and because of them, we have concluded that new convention facilities of any size are unlikely to make Bozeman an attractive site for most national groups. It should, however, be able to attract certain special interest groups such as environmental and recreation organizations, as well as regional meetings of national organizations. 5 1 Hospitality Consulting Group Bozeman Convention Center Facility Recommendations SECTION 6: FACILITY RECOMMENDATIONS GENERAL This section of the report presents our recommendations for the meeting facilities that we believe represents the best match between resources of Bozeman and the sources of group demand available to it and that represents the greatest potential economic impact for the community. Our recommendations are derived from the analysis of the various factors and issues presented in the previous sections of this report. Estimates of the potential utilization of the recommended event center are presented in the next section of the report. In the previous section of this report the relative economic impact that different types of events have on a community was discussed. Conventions generally have the greatest economic impact on a community because the attendee expenditures represent new dollars to the area and the events require multiple meals and hotel rooms. Conventions typically seek out meeting facilities that are either attached or very close to a hotel that is large enough to accommodate most of the attendees, or one that can serve as a headquarters for the event. A fundamental challenge faced by smaller communities is matching the hotel demand generated by large meetings with the sustainable hotel supply. For example, while a new convention hotel may be effective in attracting meeting events to a community, there must exist sufficient lodging demand to sustain the hotel during the many nights that conventions have not been booked. A related issue, and one that is very pertinent to Bozeman, is the displacement of existing lodging demand that can occur when a large group fills all of the hotel rooms in the community. Most hotels are only willing to block a portion of their rooms for a large group, holding back remaining rooms for their loyal guests. Thus, the number of hotel rooms that are available for a convention is usually much lower than the total supply. Due to the high occupancies experienced by Bozeman hotels during the summer, it will likely be difficult to obtain a large block of rooms for a convention during this period, as the hotels benefit more from 52 Hospitality Consulting Group Bozeman Convention Center Facility Recommendations higher rated tourist business than from convention attendees. SITE REVIEW As previously discussed, meeting planners indicated a strong preference for meeting facilities that are connected to a hotel. For the smaller groups that are available to Bozeman, there are many alternative communities around the state and the region that have a convention hotel sufficient to accommodate both meeting and lodging needs. Therefore, a free-standing meeting facility would be at a competitive disadvantage when bidding for these group events. Two sites have been suggested by CVB officials as potential locations for the convention center: • Although not specific, a site at the fairgrounds was suggested that would allow the new center to capitalize on the existing arena, exhibition buildings and parking on the grounds. • The second site suggested was the vacant land that exists to the north of the Holiday Inn, located within the area bounded by North 11th Avenue on the west and Baxter Lane on the north and east. The respondents to our survey unanimously indicated that adequate hotel rooms must be either connected to, or within a short walk from the convention center. In our opinion, this requirement eliminates any location on the fairgrounds because there are no hotels in the immediate vicinity. Alternatively, the site fronting on North 11th Avenue has an unusually large number of hotels within walking distance. The city's two largest convention hotels, the Holiday Inn and the Best Western Plus Gran Tree, border the site to the south, and there are three other hotels immediately adjacent to the site. Combined, these five hotels have 584 guest rooms. The 122-room Comfort Inn located to the east across North 17th Avenue brings the total number of conveniently located hotel rooms to 706. 53 Hospitality Consulting Group Bozeman Convention Center Facility Recommendations public assembly facilities and the findings and conclusions discussed in previous sections of this report. We have prepared the following recommendations regarding the building program meant to meet the needs of the Bozeman community in the most cost effective manner. The facility will act as an economic generator by attracting conventions and a variety of other events to the community and will also function as a community resource for hosting local events in a pleasant environment. Estimates of the potential utilization of the recommended event center and hotel are presented in the next section of the report. We recommend that a large meeting facility with approximately 35,000 square feet of rentable space be developed. While not specifically addressed in our recommendations, non-revenue space such as circulation, storage, rest rooms, and administrative offices typically require an area approximately equal to the amount of rentable space. Thus, the building will encompass a total of approximately 60,000 to 70,000 square feet. It is important for the space to be designed to allow for maximum flexibility for a variety of uses. The specific components of the public space include the following: • A large ballroom of approximately 16,000-square feet that can be divided into four smaller spaces. These divisions will allow for maximum flexibility in meeting space and banquet sizes and will allow for simultaneous use by more than one group. This space would be utilized for meetings, large banquets, large receptions and exhibits. The ceiling height should be at least 18 feet and be finished at the level of a hotel ballroom, with carpeting, vinyl wall coverings, ceiling accents and decorative lighting. The main floor should be accessible for vehicles and the carpet should be removable for certain exhibitions. Since this space will frequently be used for exhibits, it should have a utility grid built into the floor. • Adequate pre-function space to meet group requirements for registration and coffee breaks. The amount of pre-function space in event centers varies with the design of the building. This space is quite flexible and can also be used for receptions, displays and exhibits. We concur with the floor plan developed by Leo A. Daly that provides 7,600 square feet that is designed in such a way as to be useable for exhibit space. 55 Hospitality Consulting Group Bozeman Convention Center Facility Recommendations • A junior ballroom of approximately 6,000 square feet that can be divided into three smaller spaces. This space should also be finished at the level of a hotel ballroom. It would be utilized for smaller meetings and banquets, and would also function as breakout meeting space and overflow exhibit space. • At least four breakout meeting rooms with a total of about 5,000 square feet. The survey indicated needed capacities of 25 to 100 people, or rooms of 600 to 1,000 square feet At least one of these rooms should be divisible to provide two smaller rooms. Space in the divisible junior ballroom could provide another three large breakout meeting rooms. • A catering kitchen of 1,500 to 2,000 square feet to be used for banquet service. Included in this area is adequate cold storage. • High quality sound system and wireless internet throughout the building. • Paved parking for at least 300 vehicles. Since the majority ofthe center's convention business will come from state associations whose attendees are expected to arrive by automobile rather than airplane, a large amount of parking will be required. The survey indicated a median group size of 200, while around 20% of the groups have attendance of 500 or more. Ample parking will also be required for the larger consumer shows. The recommended facilities and approximate space program are summarized in the table below. 56 Hospitality Consulting Group Bozeman Convention Center Facility Recommendations RECOMMENDED CONVENTION CENTER FACILITIES Bozeman, Montana Size Banquet Theater Classroom Com12onent (Sguare Feet) Ca12aci!;y Seating Seating Exhibit Ballroom 16,000 1200 1600 800 90 Junior Ballroom 6,000 460 600 300 30 Meeting Room 2,000 90 200 100 10 Meeting Room 1,000 65 100 50 na Meeting Room 1,000 65 100 so na Meeting Room 1,000 65 100 50 na Pre-function Space 7.600 na na na 40 Total Rentable Area 34,600 Source: Hospitality Consulting Group Leo A. Daly Architects Officials at the Bozeman Convention and Visitors Bureau have requested that offices for the CVB, the Bozeman Business Improvement District (BTID) and several other organizations be included in the convention center. Accordingly, 14 offices with a total of 2,3 50 square feet of rentable office space has been incorporated into the building. As rental rates have not yet been determined, no rental income from these offices is included in the facility's operating projections. The ballroom will be capable of seating approximately 1,000 people for a banquet and 1,5 00 people theater style for a meeting. If used for exhibit space, the ballroom can accommodate up to 125 booths, and the pre-function space will provide for an additional 60 booths. MARKETING Marketing efforts for the planned event center must be performed by several sources. The Bozeman Convention and Visitors Bureau's marketing role should focus on long term efforts that emphasize both the new center and the community. Conventions expected to book the facility generally have booking lead periods of two to three years. The Bureau should concentrate on marketing towards state association events and regional government organizations. It will play a key role in responding to requests for proposals issued by organizations that are interested in coming to Bozeman. Once booked, the Bureau will play a 5 7 Hospitality Consulting Group Bozeman Convention Center Facility Recommendations vital role in coordinating hotel arrangements, shuttle service, entertainment and any other related services. The Bureau should work with facility management, area hoteliers and other members of the hospitality industry in order to offer the best possible package to potential groups. National groups are increasingly expecting to receive a cash incentive to encourage them to book a convention. It will be the Chamber's role to budget and/or locate a source for this expense. Facility management must also play a key role in marketing the facility and its efforts must be adequately budgeted. The facility must respond to leads provided by the Bureau as well as those developed through its own efforts. In addition, the facility staff must ensure that all events are coordinated and serviced effectively. Primary marketing efforts in the promotion of the center should be focused on conventions and meetings that require lodging. This will provide support for area hotels and hold participants in Bozeman so that they have the opportunity to shop and eat, thus maximizing the economic impact on the community. Booking policies will need to be established to minimize situations where local functions at the facility preclude an outside meeting, convention or consumer show. This conflict is typically avoided by requiring a shorter booking lead time for local functions. Policies on local function bookings will have a material effect on the financial performance of the facility. 58 Hospitality Consulting Group Bozeman Convention Center Utilization Estimates SECTION 7: UTILIZATON ESTIMATES ESTIMATED CONVENTION CENTER UTILIZATION Based upon an assessment of the market demand, we have estimated the likely utilization for the recommended facility on a stabilized basis. Like most other new convention facilities, the center will require up to five years to reach stabilization. It typically takes several years for the facility to achieve awareness throughout the region and many conventions book up to three years in advance. The estimates are based upon our research, discussions with meeting planners, event promoters, and management of similar facilities, and our knowledge of comparable facilities located elsewhere. In order to achieve these estimated utilization levels, it will be critical for the center to be aggressively marketed by both the hotel and the convention bureau. The table on the following page presents a summary of our utilization estimates. The various event types are discussed below. CONVENTION CENTER UTILIZATION ESTIMATES (STABILIZED) BOZEMAN,MT Annual Average Average Total Total Event Events Attendance Event Days Event Days Attendance Conventions 34 300 2.2 81 22,000 Conferences 10 400 1.8 18 7,000 Community Ev ents 20 1,000 2.0 40 20,000 Consumer Shows 12 4,000 2.5 30 48,000 Social Events/Meetings 50 400 1.0 so 20,000 Annual Total 126 219 117,000 59 Hospitality Consulting Group Bozeman Convention Center Utilization Estimates Conventions consist of state associations, industry groups, fraternal organizations, and similar groups. These functions frequently include exhibits and may be referred to as tradeshows. Not all conventions have high attendance and require large amounts of meeting space. Whereas larger groups are restricted to meeting locations that have convention centers or large convention hotels, the smaller groups can hold their functions in any of a number of communities that have a hotel of adequate size with meeting space. There are three hotels in Bozeman that have ballrooms large enough to accommodate smaller conventions and attract such groups now. Hotels have two distinct advantages over a free standing meeting facility in attracting demand from this segment that does not require a large amount of space. First, they are capable of serving both the meeting and the lodging needs under one roof, an arrangement which groups strongly prefer. Second, the hotels derive revenue from room sales to the attendees, so that they can offer the meeting space at reduced rental rates, sometimes even at no additional charge. In comparison, function space is the primary commodity which an event center has to sell so it cannot afford to give such space away. In arriving at our utilization estimates for the convention center, we did not include these smaller conventions. We estimate the convention center should attract approximately 34 state/regional meetings annually at its stabilized level of operation. These functions represent new business not currently accommodated in the community and therefore will have a significant economic impact. They are larger events and generate significant hotel demand because many participants arrive at the venue the night before the event and some of the events last two or three days. In addition to hotel expenditures, attendees purchase other goods and services while in the city such as food and beverage, entertainment, merchandise and gasoline. Conferences consist of government agencies and programs, businesses holding regional meetings and seminars, and professional groups making presentations and conducting continuing education programs. Their duration is often shorter than conventions and they tend to be more business oriented. We estimate the convention center should attract approximately 10 conferences annually at its stabilized level of operation. Community Events are events that are sponsored or produced by local organizations or government for the benefit of the community. Examples include festivals, warehouse sales, charitable garage sales, speakers, and graduation ceremonies. Last year 9 such events were held at the fairgrounds. 60 Hospitality Consulting Group Bozeman Convention Center Utilization Estimates The larger and higher quality spaces at the convention center will attract some, but not all from the fairgrounds. More importantly, as we have seen occur in other communities, the new meeting facilities will encourage a number of new events not previously. We estimate the new convention facilities should attract approximately 20 community events annually at its stabilized level of operation. Consumer Shows are sponsored by promoters or an industry and are open to the public. Examples include product shows such as cars, boats and guns. Also included in this category are family entertainment shows, concerts, and entertainers. Last year 10 such shows covering 24 days were held at the fairgrounds. Some of these shows are very price sensitive and therefore will continue to hold their shows at the fairgrounds. Discussions with promoters indicated that the larger and higher quality space at the convention center will encourage them to bring some new shows to Bozeman and will allow them to expand the size of their existing shows. We estimate that approximately 12 consumer shows will be held annually at the convention center at its stabilized level of operation. Billings is largest city in state and therefore hosts the major consumer shows. Because some of these shows draw people from a large surrounding area, regional promoters would be cautious in promoting events in Bozeman that would compete with the larger events held in Billings. Social Events/Meetings include fundraisers, recognition banquets, weddings, company parties, receptions, public meetings, and meetings oflocal organizations. The availability of the center should generate a number of new social functions. We estimate that approximately 50 social events and meetings will be held at the new convention center on a stabilized annual basis. NEW BUSINESS Most of the business described above represents new business brought to the community by the state-of-the-art convention facilities. A few of the conventions and conferences may transfer from one of Bozeman's hotels to the center, however, for the most part the convention business will all be new. Similarly, a portion of the consumer shows, community events and other activities will transfer to the convention center from existing facilities in the market. To this extent, the planned center will compete with other local venues. 61 Hospitality Consulting Group Bozeman Convention Center Utilization Estimates Some level of competition is inevitable. However, the scope of assembly facilities at the convention center will allow many existing meetings and functions to expand as well as attract new events. This will result in a net gain for the community of Bozeman. OVERALL UTILIZATION Overall, the planned event center is estimated to accommodate approximately 126 events on a stabilized annual basis, expected to occur by the fifth year of operation. By then, all meeting planners in the region should be aware of the facilities and existing future booking obligations will h ave expired. The events are estimated to occupy the center for a total of 21 9 days of the year. This represents a utilization of 60 percent which is in the midrange of acceptable utilization for a convention center. The estimates of utilization presented herein are based upon Bozeman's position within the competitive market and the experience of comparable facilities. Actual utilization will depend upon the efforts of facility management and the cooperation between management, the Bozeman Convention and Visitors Bureau and the local hospitality industry. Consequently, the actual utilization will vary from the estimates presented. The purpose of these estimates is to provide a reasonable and conservative foundation for the analysis ofthe center's economic feasibility and benefits to the community. 62 Hospitality Consulting Group Bozeman Convention Center Financial Projections SECTION 8: FINANCIAL PROJECTIONS The pro forma operating statement presented in this section has been prepared for the stabilized level of operations for the Bozeman Convention Center, assumed to occur in its fifth year. Assumptions used to develop these projections are based on information gained from the market study and the operating performance of comparable meeting facilities. The projections of operating expenses are based on only a facility concept available at this time; actual expenses will be influe nced by the final design and may vary significantly. Key assumptions used to estimate the potential financial operations include the following: The center will be managed by an experienced and competent management group; The center will be aggressively marketed statewide, regionally and locally; The center will be owned by a public sector entity and therefore will not be assessed real estate taxes; It assumed that parking will be free at the center and therefore there is no parking revenue included in the operating projections; and The projections are expressed in 2013 dollars and represent the center's stabilized level of operations, assumed to occur in its fifth year. Utilization and revenues are likely to be lower in the earlier years, so that a larger subsidy will most likely be required in those years. 6 3 Hospitality Consulting Group Bozeman Convention Center Financial Projections OPERATING REVENUE Facility Rental Income represents income derived from the use ofthe meeting spaces and comprises the single largest source of revenue. Utilization estimates previously described were applied to a rental schedule that was developed from the rental rates and policies reported by the Gallatin County Fairgrounds, the Strand Union on the MSU campus and Metra Park in Billings. The assumed rental rate structure is presented in the table below: BOZEMAN CONVENTION CENTER Recommended Rent Schedule Move-in junior Large Small Market Segment Ballroom Move-out Ballroom M!gRoom M!gRoom Exhibit Conventions $1,800 $900 $650 $200 $100 $600 Community $1,800 $900 $650 $200 $100 $600 Conference $1,800 $900 $650 $200 $100 $600 Social/local meetings $1,800 $900 $650 $200 $100 $600 Consumer shows $2,200 $1,100 $750 $200 $100 $600 The rental schedule was used to derive our estimate of facility rental. Actual rental rates will be determined by management and the governing authority of the facility and often may be open to negotiation. Based upon the assumed rental rates and a further derivation of utilization estimates previously discussed, facility rental of $425,000 is estimated to be achieved on a stabilized annual basis (in 2013 dollars). The sources of this revenue are shown in the table below. 64 Hospitality Consulting Group Bozeman Convention Center Financial Projections CONVENTION CENTER RENT ESTIMATES (STABILIZED) BOZEMAN,MT Annual Estimated Estimated Event Events Rent Rent/Event Conventions 34 $189,000 $5,400 Conferences 10 $22,000 $2,200 Community Events 20 $49,000 $2,450 Cons umer Shows 12 $106,000 $8,833 Social Events/Meetings so $59,000 $1,180 Annual Total 126 $425,000 $3,373 Building Services include rental for tables and chairs, audio equipment, stages, and lecterns, as well as labor charges for setup. While some facilities include these charges in the facility rental, we recommend the center charge individually for these items, in order to keep its rental rates competitive with alternative venues. Based on the experience of comparable facilities, we estimate this expense to average $1,000 per event. Food Sales Commission is the commission that a caterer will pay the center based on the food sales sold at an event We have assumed the center will rely on outside caterers to provide food service at the center who will pay it a 15 percent commission. Accordingly, the center will have a full catering kitchen with both cold and dry storage available. Food revenue estimates are based on projected utilization by type of function, meal periods and average checks for the level of service anticipated. Food revenue is expected to total approximately $1,653,000 per year on a stabilized basis. The 15% commission rate yields $248,000 to the center Beverage Sales refer to all alcoholic beverages sold in the center. Estimates are based on projected utilization by type of function, and average beverage check. Beverage revenue is expected to total approximately $543,000 per year on a stabilized basis. The center will operate the liquor sales at the center, so will retain all the revenue from beverage sales. 65 Hospitality ConsultinR Group Bozeman Convention Center Financial Proiections , FOOD & BEVERAGE ESTIMATES (STABILIZED) BOZEMAN,MT Annual Total Average F&B Food Beverage Total Event Events Attendance Expenditure Revenue Revenue F&B Sales Conventions 34 22,000 $50 $813,000 $301,000 $1,114,000 Conferences 10 7,000 $50 $256,000 $94,000 350,000 Community Events 20 20,000 $2 $40,000 $0 40,000 Consumer Shows 12 48,000 $4 $144,000 $48,000 192,000 Social Events/Meetings so 20,000 $25 $400,000 $100,000 500,000 Annual Total 126 117,000 $19 $1,653,000 $543,000 $2,196,000 Source: Hospitality Consulting Group DEPARTMENTAL EXPENSES Beverage Departmental Expense includes all the costs of providing alcoholic beverage sales. These costs include cost of goods sold estimated at 29.5% of sales, payroll and benefits at 6.3% of sales, and other costs at 3.0% of sales, for a total departmental expense equal to 3 8.8% of beverage sales. OPERATING EXPENSES Wages & Benefits include payroll and related benefit expenses for the center's management and staff. This expense is within the range experienced by comparable facilities and is based on the staffing schedule below. 6 6 Hospitality Consulting Group Bozeman Convention Center Bozeman Convention Center Staffing Schedule Full Time Position Eguivalents General Manager 1 Administrative Assistant 1 Director of Sales & Marketing 1 Sales Assistant/Events Coordinator 1 Director of Operations/ Asst GM 1 Maintenance Engineer 1 Head Housekeeper 1 Housekeeper 1 8 Benefits @21% Partr time event labor Financial Projections Annual Wage $70,000 30,000 50,000 35,000 50,000 50,000 34,000 21,000 340,000 71,400 24,200 $435,600 Utilities expense includes costs related to heating and cooling, electricity, gas, water and sewer. This expense was estimated to be $7.50 per gross square foot for the building. Repairs & Maintenance expense includes the costs associated with repairs, maintenance, grounds keeping, and other related property operating costs. This expense was estimated to be $.90 per gross square foot for the building. Materials & Supplies include the cost of materials used in cleaning and maintenance of the facility, restroom supplies, and office supplies. This expense was estimated to be $.40 per gross square foot. Marketing & Promotion expense include the cost of local media advertising and promotion for community events and consumer shows. It does not include marketing salaries, as this function is generally conducted by the convention and visitors bureau with the assistance of convention center personnel. We have assumed that the marketing and promotion efforts toward state and regional groups would be performed by the CVB and the costs included in its budget. This expense was estimated to be $1.50 per net square foot. 67 Hospitality Consulting Group Bozeman Convention Center Financial Proiections . Insurance expense refers to the cost of liability and casualtyinsurance for the facility. This expense was estimated to be $1.00 per gross square foot. Travel & Other expense includes the travel costs for center management, professional services, and other expenses not included in the categories above. This expense was estimated to be $.65 per net square foot. Management Fees are fees paid to a professional management company for managing the convention center. These fees are for oversight and do not include the general manager's salary. For analysis purposes, we have assumed a management fee equal to 5.0 percent of total revenue. The projected operating revenues and expenses described in this financial analysis are presented on the following page. The projections are presented in 2013 dollars and present the convention center's stabilized level of operations, assumed to occur in its fifth year of operation. 68 Hospitality Consulting Group Bozeman Convention Center Financial Proiections . ESTIMATED SCHEDULE OF OPERATING RESULTS PROPOSED BOZEMAN CONVENTION CENTER Bozeman, Montana Facility Rental Income $425,000 Building Services 126,000 Food Sales Commission 247,950 Beverage Revenue 543,000 Total Revenue 1,341,950 Departmental Expenses: Beverage Cost & Labor 228,603 Total Dept Expense 228,603 Operating Expenses Wages & Benefits 435,600 Utilities 255,000 Repairs & Maintenance 54,000 Materials & Supplies 24,000 Marketing & Promotion 51,000 Insurance 34,000 Travel & other expense 22,100 Management Fee 67,098 Total Operating Expenses 942,798 Net Operating Profit $170,550 Note: The comments and assumptions contained in this report are an integral part of these estimated operating results. 31.7% 9.4% 18.5% 40.5% 100.0% 42.1% 42.1% 32.5% 19.0% 4.0% 1.8% 3.8% 2.5% 1.6% 5.0% 70.3% 12.7% 69 Hospitality Consulting Group Bozeman Convention Center Economic Impact SECTION 9: ECONOMIC IMPACT A community benefits in many ways from having a first class event center available. The largest benefit is the injection of new dollars into the local economy by the thousands of people that the center will draw to the Bozeman community. Such facilities are also able to host local community events and attract consumer shows and entertainment events that enhance the quality of life for area residents. There is also an intangible benefit that results from exposing Bozeman to so many people as a portion of them will return for a visit or vacation, or possibly relocation. These factors must be included in the decision to invest in and operate the convention center. The most visible factors are the impacts generated directly by the operation of the convention center. These are called direct impacts and include employment, wages, and purchases of goods and services by the facility and by visitors to the center. Although not addressed in this study, there are additional rounds of benefits that would result from the convention center operations that are frequently addressed when examining the total economic impact from a project. While direct impacts from a business venture are easy to understand, the concepts of secondary effects, known as indirect and induced impacts, are among the most widely used and most poorly understood tools in economic analysis. These impacts are frequently referred to as the "multiplier effect". Fundamentally they are based upon an extension of the direct expenditures by the convention center operation. The revenues generated by the center are redistributed back into the economy in the form of wages, taxes and expenditures for goods and services. In the same manner that the center redistributes the revenue it receives, the people to whom those wages are paid and from whom the goods and services are purchased further redistribute the money they receive in the form of wages to their employees and purchases for their own operating needs. It is this on-going cycle of redistribution that estimates of indirect and induced impact attempt to quantify. 7 0 Hospitality Consulting Group Bozeman Convention Center Economic Impact The direct impact projections presented below are based on estimated operating statistics and financial projections for the Bozeman convention center, as prepared by Hospitality Advisors. CONSTRUCTION IMPACT The convention center's total development cost is estimated to be $19 million, with a construction cost of around $14 million. Construction worker payroll is estimated to account for approximately 30 percent of the total construction cost, or $4.2 million. Assuming an average of$43,000 per year in earnings per construction worker, according to average wage information from the 2012 Montana State Occupational Employment Statistics published by the U.S. Bureau of Labor Statistics, we estimate that the construction project will support about 97 construction jobs. This estimate of the construction impact is conservative, since it does not factor in the indirect and induced impacts (the multiplier effect) that are created by the increased activity at the largely local businesses that supply the building materials, equipment and related services, as well as the additional purchasing power that will result from the construction and the increased production payroll, all of which will flow to the city, county and regional economy. ATTENDEE EXPENDITURES We have prepared estimates of attendee and exhibitor spending that was derived from our evaluation of a variety of industry sources. Attendees and exhibitors at regional meetings and events held at the center provide the major economic impact on the community. Visitors to consumer shows and entertainment are important as well, but typically their visits are shorter and require less overnight stays. Regional and local meeting attendee expenditures were calculated based on the 2012 Per Capita Spending Assumptions survey of delegate expenditures published by Destination Marketing Association. International. The survey provides spending statistics that can be used to measure the economic impact of meetings and conventions business on the host community. Since the majority of large convention business is conducted in major cities where tourism infrastructure is more expensive than Bozeman's, we felt it appropriate to reduce DMAI's figures for hotel and restaurant expenditures by 20 percent. 71 Hospitality Consulting Group Bozeman Convention Center Economic Impact While local participation does have some economic impact, the greatest impact results from out-of-town delegates and visitors. Therefore, we estimated the number of nonlocal attendance for each of the convention center's market segments. We then applied these average expenditure amounts to the nonlocal attendance to arrive at an estimate of additional spending in the local economy by category from convention center visitors. The results of this analysis are summarized in the table below. Estimated Non-Local Attendees Average Delegate Expenditures Sc~ent Conventions Conferences Consumer Shows Number Estimated Non-local Attendees Non-Local Attendees 10,200 80% 8,160 4,000 80% 3,200 4,000 20% BOO 18,200 12,160 Sector Amount Adjustment(!) Lodging $135.51 ($27.10) Food & Beverage 71.43 (14.29) Entertainment & Recreation 12.16 Retail 30.80 Auto Rental 8.46 Transportation 8.09 Other 6.67 Total $273.12 Source: Destination Marketing Association, International, Per Capita Spending Assumptions 2012 Applicable to Bozeman $108.41 57.14 12.16 30.80 8.46 8.09 6.67 $231.73 Note 1: Expenditures adjusted to reflect Bozeman's lower costs Nonlocal Annual Attendees Expenditures 12,160 $1,318,241 694,871 147,866 374,528 102,874 98,374 81,107 $2,817,861 The largest impact occurs in the lodging industry which would see an estimated additional expenditure of over $1.3 million. To put this in perspective, at an average room rate of$100, the convention center would bring another 13,000 occupied rooms to Bozeman. These additional room revenues would generate another $92,000 in lodging tax revenue at the current tax rate of 7.0 percent. Also, the $1 per occupied room CVB assessment would receive another $13,000. Events held at the convention center will generate additional economic impact above the $2.8 million quantified above. For example, a portion of the consumer show attendees will be "day trippers" or people who come to Bozeman for the day from outside community, but return home the same day. These visitors are very likely to do some shopping, go out for a meal, and purchase fuel before or after they attend the consumer show. Also, many ofthe social events held at the convention center, such as weddings and receptions, will have out-of-town guests who will require lodging and visit local restaurants and shops. 72 Hospitality Consulting Group Bozeman Convention Center Economic Impact EMPLOYMENT The convention center will have a permanent staff and its operations will employ labors for setting up and dismantling events and food and beverage activities will employee servers and food preparers. The convention center itself is expected to employ the equivalent of 10 full time people: eight people on a full time basis and the equivalent of two more laborer positions that will likely be filled by several part time employees. In order to estimate the employment by the food and beverage activity, we applied industry labor cost percentages to the projected food and beverage sales to arrive at a payroll figure, which we then divided by average wages to arrive at the number oflabor hours. The food and beverage operation at the convention center is estimated to employ the equivalent of 45 full time workers. This industry typically hires part time workers, particularly for server positions. Therefore, this activity will create employment opportunity for a large number of people. EMPLOYEE EARNINGS The ten full time equivalent employee positions at the center are estimated to receive a total of $436,000 in wages and benefits. We have recommended that the center operate the beverage service and have outside caterers provide the food service. Between the two functions, we estimate total wages of approximately $89,000. Most of these employees will be tipped, which will add at least another $9,000 to the total compensation. Whatever taxes are state taxes are paid on this income will benefit the State of Montana. PURCHASED GOOD AND SERVICES Employment opportunities and the corresponding wages that follow are not the only benefits of consequence that the convention center will bring to the area. In addition to wages, the center will spend over $500,000 each year to purchase goods and services necessary for on-going operations. This 7 3 Hospitality Consulting Group Bozeman Convention Center Economic Impact SUMMARY includes expenditures for maintenance supplies, contract labor and services, marketing and advertising, utilities, and other miscellaneous supplies and services purchased in the area. Based on industry averages for food and beverage costs, the over $2.0 million of food and beverage sales projected for the convention center would require the purchase of $824,000 in raw materials. The direct economic impact estimated to be generated by the new convention center is summarized below. One time benefits: • $4.2 million construction payroll resulting in 97 construction jobs • $14.8 million in construction materials and related services Annual recurring benefits: • Annual additional expenditures of a minimum of $2.8 million in the Bozeman community • 13,000 more occupied hotel rooms • $92,000 increase in lodging tax receipts • $13,000 increase in hotel payments to the CVB • Creation of 55 new full time equivalent jobs • Wages of approximately $534,000 • Purchase of more than $500,000 of goods and services by the convention center • Purchase of approximately $824,000 of food and beverage raw materials 7 4 Hospitality Consulting Group ADDENDUM 75 Hospitality Consulting Group QUALIFICATIONS Stephen Sherf-President, Hospitality Consulting Group Stephen Sherf has over 30 years of operational and consulting experience in the hospitality industry. He spent 15 years with a large national public accounting firm, where he was the partner-in-charge of the hospitality consulting division for the Upper Midwest. He also started a gaming consulting company where he worked for 15 years, and most recently, founded a hospitality consulting company. He is presently active as a sales agent with Minneapolis-based Leines Hotel Advisors. Mr. Sherf has an extensive background in hospitality consulting that encompasses market studies, valuations, appraisals, acquisitions and sales. He has performed market studies and other advisory services for over 200 hotel projects located mainly throughout the Midwest, for clients that include developers, lenders, hotel companies, and municipalities. He also has particular expertise in development consulting to the gaming industry and has worked on numerous income producing real estate projects that include nursing homes, elderly housing, subsidized and market rate housing, office buildings, retail developments, convention centers, ice arenas, restaurants, convenience stores, bowling alleys and cinemas. Operating positions held during Mr. Sherf's career include restaurant manager, auditor, Vice President of Development for a hotel company with 13 properties, and Treasurer for a gaming company where he oversaw the operations of three Colorado casinos. He has provided expert witness testimony relating to the valuation of hotels and restaurants and business interruption claims. He has taught continuing education seminars and spoken at gaming, investment, and state appraisal conferences. He has been a guest lecturer at the University of Minnesota Graduate School of Business and Stout University. He is frequently quoted in local newspapers and business magazines. Mr. Sherf received an undergraduate degree in economics and an MBA in finance from Cornell University. He holds a real estate license in Minnesota and Wisconsin and has taken several American Appraisal Institute courses. He is a Certified Public Accountant (inactive), is active in the Minnesota Lodging Association, has served on the planning commission for the City of Minnetrista, and has held a Colorado gaming license. 7 6 Hospitality Consulting Group Bozeman Convention Center Parameters For a Marketing Plan Background This section draws on and updates the initial work developed by Flying Horse Communication (FHC) for the Bozeman Tourism Business Improvement District (TBID) submitted in May 2011 . The project consisted of market research, brand development and a strategic communication plan all designed to increase the number of events and hotel occupancy in Bozeman. Work done at the time was for the TBID although during the research phase, meeting planners almost universally said that they would turn to a Convention and Visitors Bureau(CVM) to acquire information and, ultimately, plan events. Since then, the Bozeman TBID and the CVB are now managed cooperatively by the Bozeman Chamber of Commerce and the CVB is the market facing entity. During the brand building process, the brand team devised a mission statement, which also serves as a primary positioning statement. This statement says: "Our mission is to make Bozeman the destination of choice for events and activities." This brand differentiates itself as a place for "a great experience" with "no worries," that will be known as "a great place for meetings." In positioning itself as a "great place for a great experience," Bozeman relies on its beautiful physical environment and its simple but sophisticated Western culture. From that point what Bozeman can use as attractors depends significantly on whether the organization that could use the event center is located in Montana, the Rocky Mountain Region, the United States as a whole or outside the United States. As noted in Section 5: Market Demand Analysis, a Bozeman event center can easily attract groups from Montana and will have the hotels, facilities, restaurants, bars and brewers, shopping and other amenities that meeting planners (and attendees) find desirable. By like token, an analysis of Bozeman's desirability drops progressively as one moves out of Montana to the region, the nation and, finally, outside of the United Sates. As noted in both the FHC study and this study, some of the limiting factors are cold climate, geographical isolation, limited air service and lack of quality hotels. 86 !Ill BOZEMAN CONVENTION CENTER I feasibility report Perhaps the biggest challenge to marketing the event center outside of Bozeman is lack of awareness of both Bozeman and an event center, and an inaccurate view of Montana that generalizes to Bozeman. While conducting research at the Professional Convention Management Association (PCMA) annual meeting held in Las Vegas, meeting planners from outside of Montana thought that Bozeman was remote and there would be difficulty traveling there. But, of greater importance, when they heard Montana they thought "Alaska," and not a flattering view. "Alaska," in this context, translated to remote, cold, beautiful, technologically and socially unsophisticated, and lacking key amenities. That said, the FHC study noted an interest by some regional and national organizations once they understood more about what Bozeman is like and has to offer. Further, national organizations, as noted in Section 5, that would not be likely to hold a national meeting in Bozeman may well consider holding regional meetings here. It may be helpful to add one final observation to the analysis in Section 5 into a meaningful perspective before moving on to a general approach to marketing the event center. The conclusions in Section 5 are based on current market conditions rather than future market conditions that could exist once a concerted effort has been made to market Bozeman outside the state as "a great place for meetings" and other events. The city's natural beauty and easy access to world-class recreational amenities and Montana State University can be powerful attractors. In addition, the current assessment of limited air travel may be ameliorated as airlines increase direct flights to major metropolitan areas. With the appropriate resources and strategy, it is possible to significantly improve the image, and thus the desirability, of Bozeman among regional and national meeting planners. And that starts with building familiarity. BOZEMAN CONVENTION CENTER I feasibility report 1111 87 A Strategic Approach to Marketing The Bozeman Convention Center Marketing a convention center in Bozeman requires a multifactor approach including geography, resources and time. As noted above and in Section 5, a primary consideration in marketing a Bozeman event center is the geographical location of the target market. Marketing meetings and convention business requires long-lead times since meetings are planned years in advance. And it can be expensive to reach and educate meeting planners with little or no understanding of Bozeman and what it has to offer. From a strategic point of view, marketing within the state of Montana should begin as soon as possible, once a decision has been reached to move forward with this project, in order to get bookings as soon as the facility is operational. At the same time, marketing should commence to meeting planners in the region and throughout the United States. Initial marketing efforts should focus on familiarity (awareness plus knowledge) of the event center and its benefits and Bozeman and its benefits. While in-state meeting planners and associations generally are aware of Bozeman and have a favorable opinion of the city, their knowledge is not as deep or detailed as one might suppose, given their positive impression of the city. This knowledge-gap was uncovered by the FHC study and should be readdressed early in the marketing process. Marketing efforts outside of the state should assume that meeting planners have a low level of familiarity. To put this in perspective, a quick way to assess a marketing challenge is to view it through the prism of a FRED analysis. FRED is an acronym that stands for familiarity, relevance, esteem and differentiation. It is clear from both this study and the FHC study that, outside of Montana, there is a lack of awareness and knowledge about Montana, in general, and Bozeman, specifically among meeting planners. It is impossible to build relevance, esteem or differentiation-the elements that build a brand and lead to choice-without first building familiarity. 88 1111 BOZEMAN CONVENTION CENTER I feasibility report The FHC study outlined a strategic communication plan that, while it needs to be updated to reflect changes since 2011 and the results of this report, is still relevant. For that plan-or one like it-to be implemented, the event center will have to create or outsource its marketing function. The FHC plan calls for an integrated use of digital and print advertising, direct mail, networking, 1 on 1 sales and the creation of a base of materials including print and digital brochures, DVD, press kit, and a new, state-of- the-art website or a section on the CVB website. Social Media will be an important and efficient piece of the marketing and brand engagement effort, as will the incorporation of mobile device capabilities and tools. Mobile search is forecast to be the dominant ad format growing to $5 billion in sales by 2017. In addition, it is important to conduct FAM tours for both in-state and out-of-state meeting planners. The marketing budget discussed in this Feasibility Study is anticipated to be under and guided by the CVB. It will need to be created to include startup costs to create marketing materials and tools as described. These costs however, may be mitigated by efforts already underway by the Chamber and CVB. Detailed analysis will, however, need to be conducted to determine the true costs of materials for the initial surge of marketing to build the required familiarity. The plan outlined in the FHC study, as noted, is still relevant but needs to be updated to determine what kind of budget is required to launch and sustain this enterprise. BOZEMAN CONVENTION CENTER I feasibility report 1111 89 , ) ) ) ) ) ) ) 90 1111 BOZEMAN CONVENTION CENTER I feasibility report Project Design -300 Paliking Spaces -300 Parking Spaces 94 1111 BOZEMAN CONVENTION CENTER I feasibility report Architectural Design The design of the Bozeman Convention Center carefully integrates the vision and mission for Bozeman as a diverse, attractive, and sustainable community which values a unique quality of life through innovative and responsive design. The Convention Center is carefully sited to follow the natural water course that bisects the site and presents a face to the public along 11th street. The parking lots when fully developed will integrate native plantings and serve the building from both of the major entry points. We see the water course as a major asset to the site as it will allow for views to a natural linear park like space for both the interior meeting and pre-function spaces and for visitors approaching the east entrance via the pedestrian bridge. The massing of the building utilizes a combination of sloping roof forms that reflect the design traditions of the region combined with lower varying height flat roof masses that give the building a smaller human scale and blends with the gentle sloping site. The exterior building skin utilizes both natural materials and native building colors such as native stone and wood on the public facades. The use of high performance glazing will serve to bring in abundant natural light in a sustainable manner. For less visible or public areas such as the loading area the use of masonry, synthetic stucco and metal panel materials will be utilized in natural color selections. The functional layout of the building is designed to be user friendly with a straight forward placement of the large multipurpose ballroom that can be subdivided into smaller rooms easily accessible from the public pre-function side and the back of house private side. The smaller meeting rooms are located to share the private back of house access with the large multipurpose ballroom space and the smaller meeting rooms which will have views toward the linear park space from the pre-function area. Support offices are located near the front entry for convenient access for guests and convention center clients. The warming kitchen, loading dock and support spaces are located to minimize mixing of vehicular and pedestrian access for service deliveries with the convention center guests. The interior finishes and amenities will be designed to reflect the unique quality and regional colors found in the Bozeman area with a focus on sustainable materials. BOZEMAN CONVENTION CENTER I feasibility report 1111 95 Building Massing Studies 80ZE1,4AN CONVENTION CENTER / feasibility report fill 97 Project Cost Estimate , Projec t Construction Na rratives and Cos t Est imates The project Construction Narratives and Cost Estimates have been prepared collaboratively by our team of architects and engineers. Langlas & Associates General Contractors provided the detailed costs by construction division. Alternate Items To Be Considered To Add were researched and provided by the collective team members. These costs reflect preliminary estimates based on the recommend site. Site conditions and challenges, facility design, and careful consideration of facility systems and elements were important factors in arriving at a preliminary project cost estimate. 104 IJII BOZEM.LI.N CONVENTION CENTEil I feasibility report Environmental Responsibility As a full service design firm, CTA is situated to create beautiful, cost effective, durable and energy efficient buildings, as sustainable design is really an integrated systems approach to the design of buildings. CTA has 90+ LEED (Leadership in Energy and Environmental Design) Accredited Professionals in architecture, civil engineering, electrical engineering, mechanical engineering, structural engineering, landscape architecture and interior design. We are a proud member of the U.S. Green Building Council (USGBC) and have completed nearly 40 LEED certified projects. As the integrated design process progresses on any CTA project, we continually have sustainability in mind, whether or not the project or client will be seeking a LEED Certified facility. We create energy-conscious design solutions including daylighting, natural ventilation, passive and active solar, photovoltaics, low-head hydro, high-efficiency commercial refrigeration systems, natural refrigerant systems (low or no C02e), biomass boilers, geothermal heating, lighting controls for energy savings, and many types of distributed power generation systems. In addition to energy modeling during the construction documents phase, we provide industry leading building performance simulation interactively in the conceptual and schematic design phases. CTA uses state of the art software such as IES-VE, Meteonorm and WUFI as well as industry standard software like eOuest, Trane Trace, and EnergyPius. The design for our Corporate Headquarters obtained an Energy Star rating, and was awarded Gold Certification from the LEED O&M program for existing buildings. We are an EPA Green Power Partner and purchase Green Power for 100% of CTA's electrical energy use. We speak with conviction when we encourage our customers to make sustainable design a priority. We are not afraid to take the lead and build a better world. BOZEMAN CONVENTION CENTER I feasibility report 1111 105 Structural Systems Design Narrative Design Criteria: Design criteria for the new building will be as set forth by International Building Code, IBC 2009 and Minimum Design Loads for Buildings and Other Structures, ASCE 7-05. A preliminary code review indicates the following design criteria: Occupancy Category II Wind Criteria: 90 mph 3-second gust Importance Factor lw=1.00 Exposure Category C Seismic Criteria: Ss=0.749 G, S1=0.230G mapped values for site class B Site Class D Scts=0.599G, Sct1=0.298G Importance Factor IE=1.0 Seismic Design Category D Snow Criteria: Ground snow load 40 psf Importance Factor 18=1.0 Exposure Factor Ce=1.0 Temperature Factor C1=1.0 Roof Snow Load = 30 psf 106 1111 BOZEMAN CONVENTION CENTER feasibility report Foundation System I Geotechnical: The geotech report for The Kenyon Nobel Building adjacent to the propose site location, completed July 12, 2004 by Rimrock Engineering, has been used as the basis of design for this project. Variations may occur between the findings of this report and the actual conditions found on the proposed site. It is assumed that shallow foundations comprised of conventional spread and continuous footings may be used to support the anticipated structural loads if founded on dense native gravels. To achieve this, the site will require over-excavation and re-compaction with structural fill. The depth of over-excavation to reach native gravels may vary across the site. Over-excavation limits should extend laterally 1 '-0" beyond plan limits of foundation for exterior footings, and 2'-0" for interior footings. With these provisions, an allowable bearing pressure for footings of 4,000 psf can be used with a anticipated settlement of Y2 to 3/4". Exterior footings should extend a minimum of 42" below finished grade to protect against frost heave. Interior footings should bear at least 12" below lowest adjacent grade. Slabs should be placed directly on top of a 15 mil vapor barrier, over 6" of imported granular fill compacted to 95% of standard proctor. Minimum slab on grade thickness should be assumed to be 5" with a minimum reinforcing of #5 bars at 16" on center. Framing System: It is assumed the primary structural system will be steel Wide-flange and Tube Steel columns supporting wide flange beams, and open web steel joists. Assume steel joists will be spaced approximately 4' -0" on center. Typical roof deck will be a 1-1 /2" 20 gauge metal deck welded to joists and beams with 5/8" puddle welds. The building will be designed to resist conventional lateral loading including wind and seismic. The lateral system will utilize braced frames if window and door locations allow. The front portions of the building will most likely need to be Moment frame construction to accommodate the large windows. Exterior walls will be constructed of steel studs with sheathing directly applied to the outside face, or blocked at 4'-0" on center. Assume a 16" 43 mil standard stud. Heavier gauge studs may be required for stud lengths greater than 15' -0". BOZEMAN CO~NENTION CENTER I feasibility report 1111 107 Mechanica l System Narrative Packaged rooftop heating and cooling units will be used to provide space air conditioning and ventilation/make-up air. All rooftop air handling units will have staged natural gas heating, high efficiency OX cooling (R-41 0 A refrigerant) with scroll compressors, 2" thick 30% efficient pleated filters, condenser coil guards, electrical convince outlet, premium efficient motors with variable frequency drives, and return air smoke detector. When outdoor conditions permit, economizer cooling will be available to provide non-mechanical cooling. Each rooftop unit will be controlled with a programmable thermostat with the capability to provide night time temperature set back to reduce energy consumption. The following temperature control zones and corresponding RTU system sizes are provided for planning purposes only: Pre-function Area: 45 Tons Ballroom: 4@ 15 Tons Breakout: 4@ 5 Tons Board Room: 2@ 3 Tons, 1@ 2 Tons Offices: 1@5Tons,1@3Tons Kitchen: 7.5 Tons Dock/Service Area: 7.5 Tons Circulation: 15 Tons 108 II II BOZEMAN CONVENTim-.J CENTER I feasibility report A variable air volume system will be used in the areas to provide additional space temperature control. The controls system will poll all zones comparing actual space temperature to space setpoint to determine the mode of space conditioning. The controls system will automatically adjust the discharge air temperature of the RTU to satisfy the zone of greatest temperature difference. The remaining VAV boxes will adjust the air flow accordingly to satisfy its space temperature setpoint. A differential pressure transducer located near the end of the main supply duct work will vary the RTU fan speed as needed to maintain duct static pressure. The rooftop units serving these VAV systems will have digital OX scroll compressors to provide tight discharge temperature control. It is assumed that the kitchen area will be utilized as a catering kitchen and will have no cooking appliances. This will reduce construction costs as a commercial exhaust hood, fire suppressions system, and required make-up air system will not be required. An exhaust hood located above the dishwasher and a roof mounted exhaust fan will be provided to comply with code requirements. Exhaust duct work serving the dishwasher system will be sealed liquid tight and constructed of aluminum to better resist corrosion. The public restrooms will be exhausted as required by code, using a roof mounted exhaust fan. This fan will be interlocked with the room's lights. BOZEMAN CONVENTION CENTER I feasibility report 1111 109 Plumbing Narrat ive The building shall be provided with sanitary facilities, including provision for the physically handicapped. The quantity of fixtures required shall be determined based on the total occupancy of the building. All lavatory and sink faucets shall be ADA compliant. High- efficiency fixtures should be utilized in order to maximize water efficiency to reduce municipal water supply and waste water. Plumbing Fixtures Water Closets: Water closets shall be wall-mounted with dual-flush water conserving valves and 15-inch rim height for non-handicapped fixtures and 17 -inch height for handicapped fixtures. Urinal: Urinal shall be wall mounted vitreous china 0.128 gallon per flush washout style with exposed flush valve, wall cleanout 4" above valve. Lavatories : Lavatory sinks shall be counter-mounted, vitreous china type with direct wired electronic actuated faucets. Mop Sink: Floor mounted enameled cast iron location in the janitor closet, faucet, and standard trap. Electric Water Coolers (EWC): Self contained, energy efficient. Exposed surfaces shall be stainless steel. EWC's shall be handicapped accessible and wall mounted at an accessible height. Floor Drains: Each floor drain shall be provided with a perforated strainer with 1/4-inch diameter perforations. Floor drains shall be provided with a mechanical type automatic trap primer. A floor drain shall be provided for each toilet room or required area. Floor Sinks: A 12x12x1 0" deep floor sink shall be used in kitchen area. Each floor sink shall be provided with a perforated strainer with 1/4-inch diameter perforations. Floor sink shall be provided with a mechanical type automatic trap primer. Domestic Water Distribution Hot and cold water distribution piping shall be routed above ground. Piping shall not be installed below the floor slab of the building. The domestic hot and cold water piping systems shall be designed for a maximum system piping loss of 1 0 psig at full system flow. Velocities within any main or branch of the piping system shall not exceed 8 fps. The supply line to each item of equipment or fixture, except faucets, flush valves, or other control valves which are supplied with integral stops, shall be equipped with a shutoff valve to enable isolation of the item for repair and maintenance without interfering 110 1111 BOZEMAN CONVENTION CENTER I feasibility report with operations of other equipment or fixtures. Supply piping to fixtures, faucets, hose bibbs, hydrants and flushing devices shall be anchored to prevent movement. Incoming Domestic Water Cold and hot water service for the building shall be brought into the utility room. Upon entering the utility room, the cold water service shall include unions on each side of the full size reduced pressure backtlow preventer, shut -off valves, a ball valve, and a hose bibb before it services anything else in the building. Backflow requirements shall meet the requirements indicated in the Uniform Plumbing Code (UPC). Domestic Hot Water Generation The size of the domestic hot water system shall be in accordance with ASH RAE Handbook-HVAC Applications, "Service Water Heating"; and shall have a minimum thermal efficiency greater than 80 percent. The building water supply temperature shall be 120 F. The water heater shall be provided with tully automatic controls with safety controls. Pipes, Fittings, and Drains Water piping shall be Type L copper for above ground and inside the building, and Type K copper for below ground. The waste piping shall be cast iron no hub inside building and cast iron hub and spigot below slab and below ground up to 5 feet outside the building. Beyond 5 feet outside the edge of the building PVC piping shall be used. The vents shall be PVC. A water hammer arrestor shall be provided at flush valve assemblies before the last fixture. All domestic hot water, cold water, and heating water piping shall be insulated. A grease interceptor shall be sized and installed according to building use, and plumbing/local codes. The grease interceptor shall be installed outside adjacent the kitchen area. Natural Gas System and Piping Natural gas line shall be sized in accordance with NFPA 54. Anodeless riser shall be used on service line gas piping, from the low pressure regulator to the equipment. This piping shall be steel (Schedule 40 -minimum) with fittings of malleable iron conforming to ANSI 816.3. Piping connection to all gas burning equipment shall be made with rigid pipe and fittings. A ball-type gas shut-off valve and coupling shall be provided in an easily accessible pace in the gas line to each equipment item. A gas meter and pressure regulator shall be provided. BOZEMAN CONVENTION CENTER I feasibility report Jill 111 Power receptacles will be located throughout and will be commercial grade quality. For the kitchen, it is anticipated that there will be several pieces of equipment that will need to be connected in the 50-80 amp range depending on how many pieces of equipment are electric powered. It is anticipated that the ballrooms will have receptacles at the exterior walls and will have two runs of Walker cell recessed in the floor the entire length of the space with activations every 24" (a receptacle will be installed in every other activation). Each ballroom and breakout room will have power provisions for a ceiling projector and motorized screens. The lighting system will be a combination of T5 fluorescent linear lighting and LED downlights. All break out, boardroom and ballroom spaces will be provided with 0-1 Ov dimming capability. It is anticipated that the ballroom areas will have a Lutron or Crestron lighting system for scene control and other automated functions for screens and projectors. All breakout, boardroom, office areas and corridor areas will be provided with occupancy sensor control. Emergency lighting will be provided utilizing Edge Lit exit signs with battery backup, fluorescent fixtures will battery backup and exterior emergency lighting with battery backup. Exterior building lighting will be LED wall mount with cutoff optics. Parking lot lighting will be comprised of LED light heads on maximum 20ft poles-estimate of quantity of 20 dual head. (an deduct alternate could be provided for using Metal Halide). All exterior lighting will be controlled via a small relay panel like the Light Keeper 8 with astronomical time clock and photocell input. An addressable fire alarm system will be provided throughout with Voice Evac for an assembly area. This will induced FA speaker strobe coverage in all rooms with exception of individual offices in accordance with NFPA 72, ADA and IFC 2009. A manual pull station shall be installed at every exit. Air handling units with 2000 cfm or more will be provided with Smoke Duct Detection. Exterior horn strobe near the Siemise connection will be provided. Smoke dection will be provided throughout with exception of heat detection being provided in the Kitchen area. BOZEMAN CONVENTION CENTER I feasibility report 1111 113 Electrical System Narrative (continued) A telephone service will be provided with 4" PVC from TIB to the property line and a provision will also be made for Cable company services with (2) 2" PVC from the CATV board to the property line. A free standing voice data rack will be provided with (5) Category 6 patch panels and Category 6, 4-pair cabling to each workstation jack. It is anticipated that there will be 200 cables I 100 2-jack workstation outlets. It is anticpated that there will be Plasma and/or LCD TVs -estimated quanity of 15. Each will have a power connection and RG-6 coax provided to a CATV board at the data room. It is anticpated that there will be a lightning protection system provided for this building with counterpoise ground around perimeter of the building. A card access and security instrusion detection is recommend for this facility with prox readers and door switch monitoring at least each exterior door. 114 1111 BOZEMAN CONVENTION CENTER I feasibility report Landscaping Narrative Based on precedent and a $4-5 per sq ft cost, landscaping for the Bozeman Convention Center would be approximately $275-$300,000. This project cost would include design, construction of plantings and installation of irrigation (no hardscape elements, signs, water features, etc.). BOZEMAN CONVENTION CENTER I feasibility report 1111 11 5 Furnishings Narrative A convention center of this size will offer a variety of opportunities for many different types of functions. Based on square footage, 1300 chairs would provide comfortable seating in the ballroom when placed in a banquet setting. Within the budget we have also included banquet and classroom tables as well as a removable stage and dance floor. We accommodated similar layouts to maximize flexibility in the adjacent breakout rooms in our cost estimate. An allowance for artwork has also been included to enhance all the spaces. Tables and chairs estimated for this area include lightweight, durable, moderately priced furniture that can be easily set up and taken down. The board rooms will comfortably support 25 seats surrounding a large conference table. We also recommend a side board for these rooms and that the furniture be of a nicer quality, mostly wood product. In the office spaces we factored in plastic laminate return desks; each receiving an ergonomic chair, two guest chairs and a small bookcase. In the six smaller offices off the kitchen a more compact desk including an ergonomic chair and one guest chair were chosen. The other spaces requiring furniture would include the pre-function and circulation areas. We recommend minimum furniture in the pre-function area other than benches for seating and removable tables and chairs for guest welcoming stations. The circulation areas should remain mostly open in order to keep traffic patterns flowing freely. We recommend a lounge seating arrangement for comfort. Several miscellaneous items have also been included in the estimate. These items include lecturns for the speakers, mobile coat racks and trees to enhance the spaces. We estimate the furnishings package to cost $500,000. 116 1111 BOZEMAN CONVENTION CENTE!i I feasibility report Catering Kitchen Narrative There is a fine line between commercial kitchen and warming kitchen. Based on information received that a warming kitchen is recommended we have considered the following: • Double stack convection ovens • Hot Box fixtures • 16 x 18 foot walk-in cooler • Multiple dry storage racks • 800 pound banquet bin icemaker • Plate dollies • A small wares package including place settings for approximate 20% more than estimated guests and food prep accessories, and table linens • Triple bay sink, • Handwashing sink This estimate includes a type 2 hood system. Type 1 hood could be code requirement once more details are delivered. In keeping with confidentiality we were not able to outlay much information to our kitchen consultant. This estimate does not include a dishwasher as part of the catering kitchen. The estimated cost of the commercial kitchen is $450,000. BOZEMAN CONVENTION CENTER I feasibility report 1111 117 Project Cost Estimate Langlas and Associates is one of the few Construction Managers that work tirelessly to prepare a budget and will carry that effort through completion of the project. To prepare a budget or estimate, we spend considerable time with the Design Team and the Owner on constructability issues and reviewing the Project Programming to understand exactly what the project intent is and to have a clear understanding of the project goals. Langlas uses a three-fold approach to cost estimating that incorporates in-house material takeoffs and labor estimates, subcontractor feedback for major scopes of work (such as mechanical, electrical, plumbing), and our own historical database of project costs from similar projects or construction types that we are currently working on or have recently completed . Detailed costs are categorized within proprietary estimate spreadsheets developed by our firm, then organized by CSI division with line item detail for review by the Owner and Design Team. Pre-construction estimates are tracked in the same fashion throughout all stages of design (SO, DO, CD). Any variances from one stage to the next can be easily identified and hi-lighted for discussion. For preliminary estimates, we use our experience and knowledge of past projects to develop an estimate that includes not only the items shown on the current set of documents, but also reflects meeting discussions and our forecast of scope that will likely be part of the project once the design is complete. Langlas & Associates has extensive experience in performing preliminary estimates and forecasting project costs. Because we use a three-fold approach to estimating, we find that our preliminary estimates are usually within a 5% -10% range of t he GMP. 118 1111 BOZEMAN CONVENTION CE NTFR I feasibility report What will you require in the way of plans, specifications and direction to provide an accurate preliminary budget? We have reviewed the plans that were provided and were able to prepare a preliminary budget based on those documents. We encourage you to review the budget closely. Our intent is to give you the most honest and inclusive budget based on the information available. We also are one of the few Contractors that can sit down with an Owner, listen to your concerns on a budget, and begin the process of getting a project within your budget. We will begin discussing Value Engineering (VE) ideas with you and your design team. We have completed projects where we have prepared 315 VE ideas to projects where we have introduced 1 0 VE ideas. This past experience that is valuable for a non- profit organization because you have a proven system that you can use to get a project within your budget and you have a Company that has shown that they will not rest until you have a project in budget or complete to your vision. Can you provide an example of a preliminary budget? We have attached a budget for this project. In reviewing the plans, we had many questions. We assembled three meetings with eight key consultants to discuss the projects various systems and core design elements. All these individuals were very helpful to us in understanding the pros and cons of each system. We also discussed the challenges associated with operating this building so we wanted to include systems that were easy to operate and complete. All this information, along with the preliminary design documents, were a good foundation for us to prepare an accurate budget. BOZEMAN CONVENTION CENTER I feasibility report 1111 119 DIVJSJON6 CARPENTRY $1,036,966 INCLUSIONS: -· ---------~- -FRAMING --- --~ FRAMING MATERIAL -·-----.. ---SIDING CABINETS ----------. ---TR IM -· ----~------------------- -- ------ DIVISION 7 THERMAUMOISTURE PROTECTION $669,497_ INCLUSIONS: ----· --·------INSULATION --METAL ROOFING --------- -WATER P-ROOFING ----·- -·--GUTIERS --TPO ROOFING --·---- -----·----- ------- DIVISION 8 DOORS AND WINDOWS $1,164,477 INCLUSIONS: --DOORS AND HARDWARE ---STOREFRONT ·--- MIRRORS - ACCESS CONTROL ---- -- -·--- -- - - DIVISIONS FINISHES $1,266,477 INCLUSIONS: TILE ·-DRYWALL --PAINTING STONE TOPS CARPET -- ~ ---- ··-- BOZEMAN CONVENTION CENTER I feasibility report 1111 121 ----~,-,---,--.,----=-=-::=--=--:-c:-:--:::=-::-------------.------, ------------.-----,..-:-=-:::--=-:--:--·- D_IV_IS_IO_f:'J_JO SPECIALTIES ---·· ____ -------t--...:.$-"1,'-'-1-=-=60,Q1~ _ INCLUSIONS: ·-Toilet AcceSsOries/ Fire ExV PartitionsFSigns ---$42,687 ----- WARMING KITCHEN -----=---$0 ----------~------_-_-_-_ OPERABLE WALLS $400,000 SCREENS/PROJECTORS ------$17,~ ------------ ---BACKOFHOUSEEQUIP ---------IN-FFE BUDGETB-E-LOW-------- JANITORIAL EQUIP --------~FFE BUDGET BELOW ------ ---CONV. CENTEREOUIP. --IN FFE BUDGET BELOW -f----- NETWORK SYSTEMS -----$239,000 ------ AV -EQUIP. $56,000 ---------- INTERIOR EQUIP IN FFE BUDGET BELOW EXTERIOR AREAS ~----.-$88,850 __ d-, --~~----~ OFFICE FURNITURE IN FFE BUDGET BELOW MONUM~NTSIGN --~-----~-$25,000 I -~~~~------ Specification, Purchasing and Coordination of FF&E IN FFE BUDGET BELOW BLINDS $41 ,477 ---------------- ------·-- DIVISION 15 MECHANICAL $1 ,129,500 INCLUSIO::..:Nc...:.cS::..:: ______________ --1------ ---r------PLUMBING --FIRE SPRINKLER HVAC -1-------- -----------+-------------- 1-----~------------------------------- -----j'-----------------------1------------ -------------1 ------ DIVISION 16 ELECTRICAL -~-~IN~C~LU~S=I~O~N~S: _______ _ $957,,_50_0_----l ----------- --------1 ELECTRICAL FIRE ALARM AV/DATN COMMUNICATION , ____ _, _____ __ -------t------------------+-------t----------+---------1 TOTAL BUILDING $9,788,512 WI MARKUP @ 1c:.S.:...:.5-=-0-'-'%'---------+-$"-1c.::0-'-',3c.::6--"'9,"'-5.=c89'---' '-----•-------------------'-----~·---------'-------' 122 1111 BOZEMAN CONVENTION CENTER 1 feasibility report --~ ------··------SITE -· --------------- DIVISION2 SITEWORK $2,087,771 INCLUSIONS: -----f-------- ----~----------f-DEWATERING -------------SITEWORK ---- ----ONE BRIDGE,TWO BO~_q~LV~f3T CROSSING -·-UTILITIES ---LANDSCAPING ------SITE ELECTRICAL ·---STRIPING ----HANDRAIL PAVING CURB AND GUTTER AND SIDEWALK --- -- ·-----· ---EXCLUSIONS: ------·------- ------ ·- --------- TOTAL SITE $2,087,771 WI MARKUP @ 5.50% $2,211,707 - BUILDING AND SITE SUBTOTAL $12,581 ,296 CONTINGENCY $950,249 FFE BUDGET $582,650 BOND $122,232 TAX w/o MATERIAL SALES TA>I $143,802 TOTAL PROJECT $14,380,229 Building Cost Per Square Foot $199.42 --Site Cost Per Square Foot $42.53 -Bond and Tax Cost Per Square Foot $5.12 Total Cost per Square Foot $276.54 ALTERNATE ITEMS TO BE CONSIDERED TO ADD DESIGN FEES FOR BASE BID $1 232,371.22 LEED CERTIFICATION ON BASE BID ELEMENTS $480,000 3 LEVEL PARKING GARAGE (310 SPACES PLUS ELEVATOR AND STAIR TOWERS, THIRD LEVEL IS UNCOVERED) $5,052,150 DESIGN FEES FOR PARKING GARAGE $353,651 ADDITIONAL CONSTRUCTION COST FOR ADJACENT SURFACE PARKING ON 3 LOTS $1 772,000 DESIGN FEES FOR SURFACE PARKING $70 880 PARKING GARAGE ALLOWANCE IF EXTERIOR FASCADEIFINISHES ARE REQUIRED IN GARAGE 100 UNIT 2-STORY PARKING STRUCTURE COMBINED WITH SURFACE PARKING ON ADJACENT 2 LOTS $3,248,000 DESIGN FEES FOR COMBINED PARKING GARAGE AND ADJACENT PARKING $227,360 DEQ STREAM REVIEW AND PERMITTING $350,000 BOZEMAN CONVENTION CENTER I feasibility report 1111 123 Project Cost Estimate (Continued) Total Project Cost-$ 14,380,229 Additional Construction Cost for Surface Parking-$ 1,772,000 Design Fees for Base Bid-$ 1,232,371 DEO Stream Review and Permitting-$ 350,000 Estimated Land Costs for Center and Additional Parking-$ 2,855,000 Development Services Costs and Expenses $ 225,000 *Estimated Total Project Cost-$20,814,600 *Subject to Decisions Regarding Other Alternate Items Referenced in Cost Estimate Sources of Funding A variety of funding sources are used by almost all communities to help defray the annual debt service and operation costs of their Convention and Event Centers. These include: • Sponsorships • Naming Rights • Advertising Sales • Sales Tax • State Assistance • Tax Increment Financing • STAR Bonds • Angel Funds • City subsidies • Service Charges These sources of funding can be substantial and in many cases eliminate any operating and debt service short-falls. 124 1111 BOZEMAN CONVENTION CENTER 1 feasibility report