Community Center Study 2010

Victoria Community Center: Market Analysis and Feasibility Study
February 2010
TABLE OF CONTENTS
Introduction 3
CHAPTER 1: OVERVIEW OF THE COMMUNITY CENTER
Facility Description 5
Rental Spaces 5
Photographs 8
User Profiles 10
Current Economic Impact 14

Assumptions 15
Current Impact 16
CHAPTER 2: OPPORTUNITIES ASSESSMENT
Customer Reviews 18
Comparison Profiles 20
Fee Comparison 27
Development Scenarios 30
Forecasted Economic Impacts, Scenarios 1-3 31
Scenario Timing 35
CHAPTER 3: RECOMMENDATIONS
Marketing Recommendations 37
Rental Rate Recommendations 51
Facility Improvement Cost Estimate 54
CHAPTER 4: FINAL IMPACT ANALYSIS 59
Victoria Community Center: Market Analysis and Feasibility Study

February 2010
INTRODUCTION
In June 2009, the City of Victoria, Texas, engaged Avalanche Consulting, Inc. to conduct a
market analysis and feasibility study of Victoria’s Community Center. The study was sparked by
the City’s desire to increase the Center’s economic impact on the area and better serve
residents’ needs. Doing so will require facility upgrades and more targeted marketing activities.
It is our goal to help the City identify what specific future investments will maximize the
Center’s value to the area.
As illustrated below, several steps are required to conduct the Study. The consulting team’s
first step was to assess the current state of the Community Center. We toured the Center and
discussed the facility’s strengths and challenges with Parks and Recreation Staff and the Parks
Commission. Following the tour, we studied facility usage, revenue, and expenditures.
Avalanche conducted an economic impact analysis of the Center based on current utilization
rates. The results of this baseline assessment are presented in this Study, which comprises
Chapter 1 of the Market Analysis and Feasibility Study.
The team’s next step was to assess opportunities for improving the Center (Chapter 2) .
Avalanche interviewed prior customers about their experiences. We also examined five
benchmark community centers in Texas and contrasted their space, location, bookings, and fee
structure against Victoria’s.
Through discussions with the City and a meeting with BRW+ Architects, three future
development scenarios were presented. In Scenario 1, the City would make necessary repairs
to the Center, but would not change the function or facilities within the Center. In Scenario 2,
the Arena would be demolished and, in its place, the City would construct 23,162 square feet of
additional meeting space, including a large exhibit hall and six meeting rooms. In Scenario 3,
the Arena would be demolished and replaced with an exhibit hall (Scenario 2) and the City
constructs a standalone covered pavilion elsewhere on the property. Avalanche forecasted the
estimated economic impact of each scenario and presented them in Chapter 2 of this Study.
Chapter 3 presents recommendations related to marketing, rental rates, and improvements to the
existing facilities. The chapter contains cost estimates for currently needed repairs as well as price
per square foot for new construction. To conclude this Study, Chapter 4 provides an impact analysis
on a fourth scenario that maintains the current Community Center and adds a new Exhibit Hall and a
new Covered Pavilion on the Center’s grounds.
Victoria Community Center: Market Analysis and Feasibility Study 3

February 2010
Project Process
Assessment Recommendations
Chapter 1: Chapter 2: Chapter 4:

Chapter 3:
Overview of Opportunities Expected
Recommendations
Current Center Assessment Outcomes
 Customer Reviews  Physical Improvements  Final Economic

 Facility Description
 Competitor Profiles  Fee Structure Impact of Selected
 User Profiles
 3 Development Scenarios  Target Audiences Scenario
 Rental Structure
 Forecasted Impact of Each  Marketing
 Economic Impact

February 2010
CHAPTER 1: COMMUNITY CENTER OVERVIEW
FACILITY DESCRIPTION
The Victoria Community Center is a multi-faceted facility, with a variety of spaces capable of serving
the diverse needs of the City of Victoria, Victoria County, and surrounding communities in the region.
Located in Victoria, the Community Center is situated at the intersection of North Street and Ben
Wilson Street, near Highway 87.
The Center is owned and operated by the City of Victoria.

The Center’s three main facilities, grounds, and other
spaces are capable of hosting numerous events, including:
banquets, dances, trade fairs, and livestock shows to name
a few. The Center is the largest event space in Victoria,
and both the Dome and Annex are booked well in advance
for a majority of the year.
Rental Spaces
The following section provides a brief description of the

property’s facilities.
The Dome
The 12,305 square foot, 1,200 standing capacity Dome is the Center’s largest and most updated
indoor space. On an annual basis, the Dome hosts numerous events, including: trade shows,
wrestling matches, festivals, dances, weddings, and car shows. The Dome is enclosed on all sides and
offers adjustable lighting, a stage, commercial kitchen, green room, and full sound system. (See page
6, Figure 1 for a photo of the Dome’s interior.)
The Annex
The Annex offers an additional 7,279 square feet and a 500 average seating capacity. Smaller than
the Dome, the Annex is equipped with four track-mounted dividers that allow the space to be
divided into a maximum of four, 75-person average seating capacity rooms. Amenities in the Annex
include adjustable lighting, a sound system, stage, and an attached loading dock and kitchen (Figures

February 2010
3 and 7). Also adjacent to the Annex is a large room capable of storing 400 long tables. The Annex
frequently hosts wedding receptions, business meetings, benefits, dances, and arts and craft shows
among others.
The Annex appears outdated. It is not equipped to easily accommodate technologies such as LCD
projectors for PowerPoint presentations, making hosting business meetings a challenge. Several
customers commented on the aged color palette and surface appearance. Track-based room
dividers appear bulky (Figure 1). Parks and Recreation Staff note that the Annex’s roof needs to be
replaced.
The Arena
The 46,641 square foot, 1,625-seat Arena hosts 25-30 days of outdoor events each year, including
the Victoria Livestock Show, Camper Clinic RV Show, the South Texas Farm and Ranch Show, and
portions of other community events.
Nonetheless, the facility lacks appropriate dirt surfacing to host most rodeo events. Other attributes
limit the Arena’s use for non-livestock events. The long, narrow configuration and seating on only
one side has been cited as a problem for spectators. Ventilation issues impact the Arena’s
marketability during warm months of the year. Sound from the Arena can be heard from within the
Dome, and the Arena lacks a separate entrance. The City’s ability to schedule simultaneous events is
severely hindered, so the Arena is largely underutilized.
The Grounds Area
Alongside its facilities, the Center has a large and open grounds space capable of hosting carnivals,
circuses, exhibits, and other outdoor needs. Approximately 500 grass area and 1,000 paved parking
spaces are available for visitors (Figure 9). The lot has a limited number of RV spaces with the
electrical hookups attached to the Arena’s outside wall.
Other Spaces and Equipment
Based on the site tour and discussions with personnel, storage space is a major issue. The Center
lacks ample space to stow the hundreds of tables and chairs when they are not being used for an
event. Figure 10 is an example of the server and electrical room, which is also used for storage.
Around 30 percent of events require use of the Center’s kitchens. Both the Dome and Annex are
accompanied by large kitchens.

February 2010
In addition, a concession stand with refrigerator, wash stations, microwave, and ice machine is
located between the Dome and Annex. A $200 per day fee is charged to cover basic costs, and the
City does not receive an up charge on food or drink sales.
Garbage disposal has been problematic on event days. Due to the facility layout, rubbish from a
Dome event must be carried around the perimeter of the building and through the Arena when there
is an event taking place in the Annex.
While the Dome and the Annex offer sound systems the equipment is dated (Figure 6). The current
systems are not iPod accessible, which is a common request from event organizers.
Surrounding Land Use
The Center is surrounded by a sizable city sports

complex that includes 12 youth ball fields, four
adult softball fields, two soccer fields, municipal
swimming pool, 15,000 square foot skate park,
basketball and tennis courts. The Memorial High
School campus is located across the street at
3002 East North Street. The High School will be
transitioned into a middle school in 2011.
Next door to the Center is an event hall managed

and operated by the Jaycees. The Hall consists
of a large room, kitchen and restrooms.
Rental Fees
The Victoria Community Center has a variable rental structure, with weekday and weekend events
having different rates. Weekday rentals of the 12,305 square foot Dome are $750, while weekends
are $900. The 7,279 square foot Annex rents for $550 on weekdays and $675 on weekends.
Meanwhile the 46,641 square foot Arena rents for $450 regardless of the day and the Grounds for
$450 as well.
It is important to note, that unlike many other civic centers, Victoria does not charge additional fees
for services such as set up and tear down of tables and chairs, use of audio and visual equipment,
wireless internet access. Customers may engage the caterer of their choice, and the City does not
charge a catering surcharge.

February 2010
Figure 1: Dome Interior
Figure 2: Annex Ceiling
Figure 1: Annex Interior
Figure 2: Arena Ceiling
Figure 3: Arena Interior
Figure 4: Audio Equipment

February 2010
Figure 7: Dome Kitchen Figure 8: Annex Loading Dock
Figure 9: Server and Electric Room Figure 10: Annex Kitchen
Figure 11: Exterior Behind Arena Figure 12: Pavilion

February 2010
USER PROFILES
As of the writing of this Study, the Victoria Community Center has booked 79 events in 2009, with
many events running for numerous days. The largest categories of events have been private
banquets and parties, public events and festivals, and conferences. Other common events include
trade shows and livestock events. The vast majority of facility users are local groups and have hosted
at the Center for many years. Although the Center has hosted sporting events such as wrestling
matches in the past, in 2009 to date the only sporting event was automotive-related.
The following two tables illustrate utilization of the Community Center by event type. The first table
shows percentages for 2009, and the second table shows how utilization has varied over the past
four years.
Percent of Events per Category (2009)

30.0%
24.4%
23.1%
20.0% 17.9%
11.5%
10.0% 9.0%
6.4%
3.8% 3.8%
0.0%
Source: City of Victoria

February 2010
Change in Facility Usage: 2006-2009
35%
30%
25%
20% 2006
15% 2007
10% 2008
2009
5%
0%
Source: City of Victoria

Private
Private parties include banquets, weddings, private dances, and fundraisers. These types of events
make up 24 percent of events hosted at the Center, the largest category and a significant source of
repeat business. These events generally make use of the Dome, sometimes incorporating the Annex
for additional space. Customers in this category are almost entirely local businesses and
organizations, requiring enough space to accommodate their members, invitees, and the public in
some circumstances.
Public Event / Festival
The Victoria Community Center hosts festivals and public events, roughly 23 percent of all events
each year. The most common of these events are church festivals, but also include Czech Fest and
the July 4th Concert and Fireworks Show. Public events and festivals are good opportunities to bring
the community together, and Center offers the largest space in the region to host a diversity of
activities, booths, eating areas, and visitors, with both outdoor and indoor options.

February 2010
Professional
Professional events loosely include business meetings, educational sessions, seminars, and
conferences, and make up 18 percent of events hosted at the in 2009. Examples of professional
events include a Parenting Legal Clinic, the MidCoast Hurricane Conference hosted by the American
Red Cross, and Parent Conferences. These events generally use the Dome for large speaking sessions
and the Annex for breakaway smaller group meetings.
Agricultural / Livestock
Agricultural and livestock events in Victoria consist of a variety of horse, livestock, and dog shows,
throughout the year. This category made up only 9 percent of events hosted at the Victoria
Community Center in 2009. The largest event in this category in 2009 was the Victoria Livestock
Show and Carnival, which ran from February 19 until March 1. The livestock show is hosted in the
Arena. As mentioned earlier, design and dirt surface issues prohibit the use of the Arena by most
rodeo events.
Trade Show
Trade shows make up roughly 12 percent of customers and generally occurring annually for many
years. Frequent events include the Bridal Fair, Home Product Show, and Victoria Gem and Mineral
Show. These trade shows and exhibits are almost all organized by local groups and cater to a local
and regional audience.
Youth
Youth events are a relatively small category at the Victoria Community Center, including a broad
range of events geared towards children and young people, including the New Wine Ministries Youth
Camp, the Public Library’s Summer Reading Program Party, Head Start’s Family Celebration and a
Career Fair. Alongside professional and sporting events, youth programming offers and opportunity
to work with children on education, healthy living, and safety. This category also has a high potential
for growth in Victoria.
Entertainment
Events in this category include concerts, comedy shows, and circuses. This category makes up the
smallest percentage of hosted events at the Center in 2009 and has been in a steady decline over the
past three years. The annual Shriner’s Circus has been a consistent event for many years. The

February 2010
dropoff in entertainment events can be attributed to the Country Opry, which stopped renting the
Center for its annual show two years ago.
Sports / Automotive
Although they have hosted sporting events such as wrestling matches in the past, in 2009 the
Victoria Community Center hosted no sporting events besides the equipment distribution for the
Crossroads Youth Football League, and only two Automotive events, a Monster Truck Show and a
Custom Car and Motorcycle show. Because of the infrequency of these events and increasing
national interest in new sporting activities and continued interest in automotive, this category
represents an area of high potential growth for the VCC.

February 2010
CURRENT ECONOMIC IMPACT
This economic impact analysis examines spending patterns and tax revenues brought into Victoria
County by the Victoria Community Center (“the Center”).
Out of county visitors generate the highest level of economic impact for community centers.
Travel is considered an export industry because spending by tourists is a new injection of money into
the local economy, generating revenue and jobs at other local venues. Visitors support the local
economy with their shopping dollars, yet use virtually no city or county services, such as schools and
local government.
The key inputs into this analysis were based on a review of the Center’s current expenditures,
revenues, and recent bookings. Avalanche met with City of Victoria officials and stakeholders to gain
additional insight on the Center’s impact.
The following is a basic conceptual formula for the Center’s impact as applied in this study:
Annual Economic Center Impact =
(Center Operations Spending x Multipliers) + (Total Visitor Spending x Multipliers)
As shown in the above equation, the economic impact of the Center derives from two major sources:
(1) annual expenditures by the Center on supplies, salaries, and services, and (2) annual-out-of-
county visitor spending on lodging, food, beverages, local transportation, entertainment and other
activities. The spending by both sources ripple through the local economy, boosting incomes and
spending for many firms and households not directly associated with Center events.
To estimate the effect the Center has on Victoria County, an input-output model was built using data
on Victoria County. Input-output models are used to estimate multipliers that, when applied to
direct spending, reveal the indirect impacts. A multiplier of 1.5, for example, indicates that for every
$1 spent by the Center or its visitors, an additional $0.50 is generated in the local economy.
In this analysis, direct effects are the sales, employment, and wages generated by operational and
visitor dollars. Indirect impacts are generated by local businesses companies selling to the Center
and its visitors (such as concession vendors) and the household spending resulting from an increase
in wages (and jobs) at these local companies. Together, the direct and indirect effects capture a
broad range of services in the local economy.

February 2010
Direct impacts are attributable to the Center’s operations, such as payroll and local
purchases, as well as spending by out of county event attendees at local hotels, restaurants,
and retail establishments.
Indirect impacts are attributable to the additional demand for local goods and services
generated by Center employees and out-of-county visitors to the Center due to their “ripple”
effect in the economy.
The impact assessment includes overnight and day visitors traveling to Victoria County to attend
Center events. Excluded from the study are expenditures outside the Center from permanent
residents of Victoria County. This off-site spending by locals does not represent new dollars into the
local economy.
Inputs
For the purposes of this study, estimates were made based on current bookings and standard
expenditures of tourists (as experienced at similar facilities elsewhere in Texas). Avalanche
Consulting used conservative estimates of growth to formulate the following assumptions, and based
the impact analysis on 2008 calendar year activity (most recent complete year of activity):
The Center’s total revenue (rental income plus hotel/motel tax) and operating budget for the
2008 calendar year were $470,591.
During the 2008 calendar year, the Center hosted 216 total events, including 84 public events
and 132 private events.
Of the 216 events hosted between January 1 and December 31, 2008, 171 attracted out-of-
county visitors which spent new money in the county.
Public and private events draw an estimated 6,467 out-of-county visitors to Victoria County
each year, which translates to approximately 1,070 room-nights. The number of room night
estimates includes 925 for 63 large public events plus an additional 145 associated with
guests attending private parties.
Events at the Center last from one to eleven days, with the average length being 1.4 days.
Each out-of-county visitor who stays overnight spends an average of $90 per night on hotel
accommodations and an additional $35 on retail, dining, and other miscellaneous
expenditures.

February 2010
Each out-of-county visitor who does not spend the night in a hotel will spend approximately
$35 per day of their stay.
Total non-hotel expenditures by out-of-county visitors attending Community Center events

are estimated to be $226,000 per year.
Total hotel expenditures by out-of-county visitors attending Community Center events are
approximately $96,000 per year.
Annual Economic Impact of Operations and Visitor Spending
The current economic impact of the Center’s operations is shown in the following table:
Baseline: Current Configuration

Annual Economic Impact
Victoria Community Center
Jobs
Sales/Output (FTE's) Annual Wages
DIRECT IMPACTS:
Facility Operations and Suppliers
Current $471,000 9 $182,000
Retail Spending by Visitors

Current $226,000 5 $106,000
Hotel Spending by Visitors

Current $96,000 2 $36,605
INDIRECT IMPACTS
Current $375,800 12 $294,839
TOTAL ECONOMIC IMPACT

Current $1,168,800 28 $619,444
The Center generates an economic impact on the county of $1.16 million per year.
28 jobs are attributable to direct and indirect output generated by the Center’s expenditures
and visitor spending.
The Center and its visitors generate an estimated $619,400 in direct and indirect wages
annually.

February 2010
The mix of events at the Center weighs heavily toward private parties hosted by area
organizations and residents (61 percent of events), which cater primarily to a local audience
but do attract a small percentage of out of town guests.
Community Center customers that typically draw a higher percentage of out-of-county

visitors, such as professional, trade, sports, youth-oriented, and entertainment events
comprise less than 40 percent of total activity.
Heavy local usage and a low operating budget attributes to the Center’s relatively small
economic impact. (Avalanche Consulting, for example, conducted a similar analysis of the
Brazos County Expo Complex in 2008, which revealed that the Complex generates a $12.9
million annual impact.)

February 2010
CHAPTER 2: OPPORTUNITIES ASSESSMENT
The purpose of this chapter is to explore the potential for improving or repurposing the Community
Center in the future. It begins with recent customer comments about the strengths and weaknesses
of the facility. Next, it highlights seven “competitor” convention / community centers in Texas,
comparing them against the Victoria Community Center in terms of facility capacity and rental fee
structure. The chapter concludes with an examination of two future usage scenarios, contrasting the
projected economic impact of each option to aid the City’s decisions regarding investment in the
Center.
CUSTOMER REVIEWS
Avalanche contacted over 20 customers of the Victoria Community Center and conducted interviews
with 11 individuals. All customers contacted have been hosting events at the Center for over ten
years and expressed positive reviews of their relationships with the facilities. The following section
summarizes the most common responses from customers.
Facility Trends
 The Center is most frequently the chosen venue for events because it has the
greatest guest capacity in the immediate region.
 Staff was commended for exceptional customer service.
 The flexibility of having three connected facility types is seen as a positive

attribute because it allows for diverse programming during events. For example Czech Fest
can have dining and dancing in the dome, displays and the beer and wine show in the Annex,
and band member staging in the Arena.
 The convenient location is a major draw.
 Events that have vendors and booths appreciate the ample space in the
Dome for set up.

February 2010
 The venue grounds offer a nice alternative space for some events.
 The Center is booked for well over 200 days and evenings each year.
Customers know to book early (one year in advance for many) in order to secure their
preferred dates on the calendar.
Room for Improvement
 Although most events choose the Center due to its large capacity, eight of
the eleven interviewees expressed a desire for more space in both the Annex and Dome.
o Those seeking more Dome space were interested in additional dance floor
and banquet spaces.
o Those seeking additional Annex space were interested in bigger training

rooms.
 Some customers expressed concern with the austere interiors and would
like to see ‘warmer’ aesthetic.
 The lighting options could be improved, particularly by allowing for

increased flexibility and control of the lighting, possibly from a podium set up for speaking
events.
 The audio/visual equipment could be modernized. Professional event

customers are interested in built-in screens for PowerPoint presentations, installed
projectors, and improved sound systems and acoustics.
 Larger kitchen facilities would be helpful for some customers.
 Although smaller events had few problems, those that hosted over 1,000
guests would like additional and more convenient parking.
 Some customers expressed concern that rental fees might increase with
improvements to the facility.

February 2010
COMPARISON PROFILES
A review of community and expo centers located in similar markets across Texas is helpful in
understanding Victoria’s competitive position and opportunities for improvement.
When identifying Victoria’s comparison facilities, Avalanche Consulting sought communities with
similar (1) geographic positions to Victoria, (2) comparable distances from major cities and interstate
highways, and (3) regional population base. The following facilities were identified and profiled
below: Brazos County Expo Complex in Bryan-College Station, Taylor County Expo Center in Abilene,
San Angelo Civic Events Facilities in San Angelo, Lufkin Convention Facilities in Lufkin, Longview
Convention Complex in Longview, Nacogdoches County Expo Center in Nacogdoches, and the
Wichita Falls Multipurpose Events Complex in Wichita Falls.
Brazos County Expo Complex
The Brazos County Expo Complex (BCEC) was recently expanded

and now offers three modern facilities for a diverse range of
activities. The complex is located in Bryan-College Station in East
Texas off Highway 47. Similar to Victoria’s position between
Houston, San Antonio, and Corpus Christi, Bryan-College Station
is located roughly in a triangle between Houston, Austin, and
Waco. Along with visitors from outside, the BCEC serves Brazos
County’s population of 175,122 residents, roughly double
Victoria County’s 86,755. Similarly the Bryan-College Station
MSA has a population of 207,425 versus Victoria MSA’s
population of 114,313. This is one of the larger communities
examined in this competitor study, but the BCEC has had strong
regional success and could potential offer significant lessons for
Victoria.
The BCEC consists of three primary facilities: the Arena, the

Pavilion, and the Exhibit Hall. The 70,000 square feet 3,000-seat
covered, open-air Arena hosts rodeos, livestock shows,
equestrian competitions, and other outdoor events. The 60,000
square foot pavilion has space for numerous horse stalls, livestock pens, and cattle ties. The 50,000
square foot exhibit hall building contains 28,830 square feet of usable space for business meetings,
conferences, trade shows, banquets, and other social events. Although the Arena is nearly twice as

February 2010
large as the Victoria Arena, the square footage to county population ratio of 0.4 is actually less than
Victoria’s ratio of 0.5.
The BCEC primarily hosts regional and local scale events, lacking the significant draw for national
scale rodeo and other events. The facilities continue to primarily target livestock, rodeo and
equestrian events for the Arena and Pavilion. The Exhibit hall is marketed to tradeshow, fair, and
festival events. Local audience targets include Texas A&M University, residents, churches, non-profits
organizations, school districts, and FFA/4-H Clubs.
The BCEC offers a variety of rental options. For non-livestock events, the Arena’s rental rate is $1,500
for non-ticketed events and $2,500 or 10 percent of gross sales for ticketed events. The Exhibit Hall
rents for $2,500 a day. The facility charges additional fees for services and every piece of equipment
and furniture, including podiums, tables, chairs, and banners.
Taylor County Expo Center
The Taylor County Expo Center (TCEC) resides in the

fourth largest competitor community, with 126,791
residents in Taylor County and 159,521 in the Abilene
MSA. Although Taylor County is 50 percent larger than
Victoria County, their respective MSAs are closer in size.
Although Abilene is located relatively far from major
metropolitan areas such as Dallas-Fort Worth, it is the
only competitor community located directly on an
Interstate Highway, I-20. Nonetheless, Abilene’s relatively remote location in Central Texas offers a
comparable geographic situation to Victoria.
The TCEC is an expansive development, consisting of over nine structures, including an Indoor
Coliseum, Outdoor Arena, Entertainment Pavilion, three exhibit spaces, and two barns. The Exhibit
space totals over 57,000 square feet including special event rooms. The 30,000 square foot Coliseum
has 5,000 permanent seats, and the Outdoor Arena is roughly the same size (45,000 square feet and
2,000 permanent seats). Although the TCEC’s arena is similar in scale to Victoria’s, the ratio of arena
square footage to county population is only 0.4 in Taylor County to 0.5 in Victoria.
The TCEC facilities, particularly the barns, Coliseum, and Arena are primarily utilized for livestock,
rodeo, and equestrian events. Although there are numerous private parties and events in the exhibit
halls throughout the year, the majority of bookings are agriculture and animal-related events from
Team Roping to Rodeos to a Goat Clinic. Many of these livestock and rodeo events are on a large
scale, drawing farm and ranch shows with audiences from outside the county and even the state.

February 2010
The TCEC’s Coliseum rents for $2,500 a day plus utilities, while the 18,000 square foot Display
Building costs $1,200 for private events and $1,400 for public events. Similarly, the Big Country Hall
(8,000 square feet) has a rental rate of $900 for private events and $1,100 for public events. The
smaller TCEC structures rent for $400 or less.
San Angelo Civic Events Facilities
Like Victoria, San Angelo is not located on an interstate

highway and is more than two hours from a major
metropolitan center. Tom Green County has a population of
107,864, and the San Angelo MSA has a population of
109,563.
The City of San Angelo does not have a dedicated

convention complex but numerous civic event facilities
owned by the City and managed by the Civic Events
Division, including the McNease Convention Center, City
Auditorium, and Coliseum. The Convention Center has
approximately 19,000 square feet of flexible exhibit space,
including special event rooms, and the Auditorium offers
1,570 permanent seats of theater space for speakers,
concerts, and other events. The Coliseum has 20,000
climate-controlled square feet and nearly 5,000 permanent
seats. The ratio of coliseum square footage to county
population is only 0.2, the lowest in this study, despite their
hosting of a large rodeo.
The Coliseum hosts the San Angelo Rodeo, one of the nation’s largest, and also can accommodate
concerts, ice shows, circuses, arena football, trade shows, and numerous other events. The
Convention Center has a flexible layout of space capable of hosting meetings, exhibits, trade shows,
and banquets. At over 80 years old, the Auditorium is home to the San Angelo Symphony and Civic
Ballet, as well as hosting frequent concerts and events, including past national attractions such as
Alison Kraus and a young Elvis Presley. Despite the national scale of some events, most events hosted
in the town are local users and frequently repeat users, such as the symphony with 7-8 performances
a year and the stock show and rodeo with several annual events.
The San Angelo Coliseum rents for $750 a day, while the McNease Convention Center has variable
pricing: $2,500 for conventions, $2,250 for non-commercial fundraisers, and $2,000 for non-
commercial non-fundraisers. The 12,000 square foot large meeting room in the Convention Center
rents for $1,500. Additionally, city council policy offers rental incentives for users who repeat five or
six times per year. The facility charges fees for equipment, furniture, and set-up services.

February 2010
Lufkin Convention Facilities
The George H Henderson Expo Center (GHEC), formerly the Angelina County Expo Center, is located
in Lufkin (population 32,709) in Angelina County (population 82,038), making it one of the smaller
competitor communities examined in this study. Lufkin is in East Texas at the intersection of
Highways 69 and 59, northeast of Houston and southeast of Dallas-Fort Worth.
The GHEC primarily consists of the Main Building, an

indoor coliseum with 90,000 square feet and nearly
7,000 permanent seats. The covered outdoor pavilion
has an additional 62,500 square feet but no permanent
seating. Although the GHEC does not have an explicit
exhibit hall, the main building contains and an 8,000
square foot glassed-in special events room. The large
pavilion has a square footage to county population ratio
of 0.8, nearly double Victoria’s ratio of 0.5.
The GHEC hosts almost entirely livestock and rodeo

events, with very few events on their 2009 schedule besides a Shriner Circus, a monster truck rally,
several trade shows, and a youth fair. Regular events at the GHEC include roping, goat shows, rodeo,
and livestock sales.
Lufkin is also home to the Pitser Garrison Civic Center, the primary location for indoor events such as
banquets and meetings. The facility includes a large main events room and numerous smaller
meeting rooms. With 16,000 square feet, the large meeting room can seat 2,000 theater style or
1,400 banquet style. Modern amenities include webcasting capability, wireless internet, an LCD
projector, and an advanced sound system.
The 16,000 square foot Civic Center Main Event Room costs $860 for private events and $795 for
non-profit events. Smaller meeting room rentals run from $100 to $470 depending on the size.
Longview Convention Complex
Longview Is one of the largest competitor communities examined, with an MSA population of
204,746. The city is located between Tyler, Texas, and Shreveport, Louisiana. It spans Gregg and
Harrison Counties. Unlike other competitor communities, Longview is located on an interstate
highway.
The Longview Convention Complex includes three primary facilities: Maude Cobb Convention and
Activity Center (40,000 square feet with a seating capacity of 3,000); an Exhibit Building (25,000
square feet with a seating capacity of 1,800); and a Rodeo Arena (27,000 square feet with a seating

February 2010
capacity of 5,000). These facilities are located on a 100-acre site near downtown and convenient to
hotels and amenities. The rodeo arena has a square footage to county population ratio of 0.2.
The facilities host a wide variety of events, including rodeos, business meetings, conferences, trade
shows, dog shows, and festivals. Because of the metro size and location along the interstate, the
complex plays host to a mixture of local, regional, and national events.
The facilities have rental schedules that vary depending on use. The Convention Center costs
between $1,200 and $2,000 for commercial uses and $400 for non-commercial. The Exhibit Hall
costs between $725 and $1,100 for commercial uses and $450 for non-commercial. The largest
Activity Room, at 650 square feet, rents for $50 commercial and $25 non-commercial. Additional
equipment rental fees apply.
Nacogdoches County Expo Center
The Nacogdoches County Expo Center (NCEC) is located in the City of Nacogdoches in Nacogdoches
County, which has a population of 62,768. Nacogdoches is situated in East Texas near the Louisiana
border. It is not located on an interstate highway.
The NCEC consists entirely of a 78,000 square foot covered open-air arena with 4,300 permanent
seats. Although there is no explicit exhibit building, there is a small amount of office and exhibit
space attached to the arena. Despite the size of the county, NCEC has the largest outdoor arena of
any competitor communities, with a square footage to population ratio of 1.2.
Despite the relatively removed location of Nacogdoches, the NCEC hosts a wide variety of events,
primarily regional and local but with the occasional national draw. The facility is home to numerous
livestock, rodeo, and equestrian shows. Unlike many competitors, the NCEC has a very flexible space
capable of adapting to various needs, including carpeting the arena.
Recently, the NCEC has added a number of new events, including demolition derbies, motorcycle
rallies, fairs, cage fights, boxing, and circuses. Although many users include local groups such as the
Junior High, High School, Mexican Rodeo, and others, the facility sometimes can attract national
names for concerts when their tour routing will take them through the region. They also host the
National Buck and Bull Association. Because they are an open-air, non air conditioned facility, it is

February 2010
difficult for them to host gun shows and electronic shows or other trade shows that require
overnight security.
The Expo Center rents at a base level of $650 for the 78,000 square foot facility, but numerous
additional fees apply for other services, including: $250 for use of the sky box, $150 for use of the
barns, $250 for set-up, $250 for use of the stage, $250 for clean-up, $1 per ticket for ticketed events,
and 10 percent of any merchandise sold. Some discounts are offered on a per case basis for non-
profits and schools.
Wichita Falls Multipurpose Events Complex
Wichita Falls Multipurpose Events Complex (MPEC) is

located in Wichita Falls MSA (population 147,328) in
Wichita County (population 127,321). The city is situated
in North Texas along the Oklahoma Border. This
community is the second largest competitor community
examined in this study.
Wichita Falls lies at the termination of Interstate 44,

which runs northward to Oklahoma City. Similar to
Victoria, Wichita Falls is not close to a major metro area.
The MPEC is an expansive and well-developed set of

facilities, including the J.S. Bridwell Ag Center, a 50,000
square foot livestock barn with usable floor space and
arena seating for 1,200; the Key Yeager Coliseum, an
indoor arena of 30,000 square feet with 6,500 permanent seats; the MPEC Events Center exhibit hall,
totaling 57,141 square feet of usable floor space; and the Memorial Auditorium, a theater with 2,700
seats. The ratio of arena square footage to county population is 0.3, the second lowest among
competitor communities examined in this study.
Kay Yeager Coliseum is capable of hosting a wide variety of sporting events, including hockey,
basketball, tennis, soccer as well as motorcycle and auto events, livestock shows, rodeos, and other
equestrian and agricultural events. The facility is capable of being arranged for concerts, lectures,
and conventions as well. On the other side, the Events Center hosts numerous meetings, banquets,
seminars, trade shows, and other convention events. The Auditorium has a long tradition of hosting
concerts and theater events from Duke Ellington to Garth Brooks to performances of Cats. The
facilities primarily serve a broad regional audience from throughout North Texas and Southern
Oklahoma.

February 2010
The Events Centers rooms rents at different rates, with the 19,000 square foot primary exhibit areas
renting at $1,320. Smaller meeting rooms rent at $265 for 2,947 square feet and $315 for 3,588
square feet. The MPEC charges fees for specific furniture and equipment, including $20 per booth,
$10 per table, and numerous fees for microphones, projectors, and other electronics.

February 2010
Comparison of Texas Event Centers
Special Event Room(s)
Open Air Event Space

Ratio of Arena SF to
County Population
(permanent seats)
(permanent seats)
Assembly Building
Assembly Building
Convention Space
Outdoor Covered
Indoor Colliseum
Indoor Colliseum
Second Pavillion
Outdoor Arena
RV Hook Ups
Pavilion
Victoria Community Center 7,279 SF yes no no 12,305 SF no 46,641 SF 1,625 seats 0.5 no yes n/a
Lufkin Convention Facilities 16,000 SF yes no no 90,000 SF 6,950 seats 62,500 SF no 0.8 no n/a n/a
Longview Convention Complex 40,000 SF yes no no no no 27,000 SF 5,000 seats 0.2 n/a yes n/a
Wichita Falls GPEC 57,141 SF yes yes 2,700 seats 30,000 SF 6,500 seats 32,400 SF 1,200 seats 0.3 no n/a n/a
Taylor County Expo Complex 57,000 SF yes no no 30,000 SF 5,000 seats 45,000 SF 2,000 seats 0.4 yes n/a n/a
Brazos County Expo Complex 28,828 SF no no no no no 70,000 SF 3,000 seats 0.4 yes yes 32
San Angelo McNease Convention Center 19,000 SF yes yes 1,570 seats 20,000 SF 4,898 seats no no 0.2 yes no n/a

February 2010
Rental Fee Comparison
Although the Victoria Community Center has lower rental base rates than some of its competitors,
they are comparable to others on a square footage basis. However, most competitor event centers
charge numerous fees that significantly raise the costs per square foot. Because these fees and
different facility sizes cause significant variation in the actual rates, Avalanche Consulting assessed
the rate at each facility for a standard speaking event, incorporating appropriate fees for furniture,
equipment, and set-up. These rates were then divided by the utilized square footage to give a
comparable variable for Victoria and competitors. The resulting variable reveals that competitor
locations rent convention space for between roughly $0.064 and $0.132 per square foot. At $0.067
per square foot, Victoria is just above the least expensive competitor, Lufkin’s Pitser Garrison Civic
Center with $0.064 per square foot.
This variable is highly flexible, however, because fees at other facilities can be greater or lower
depending on the amenities utilized and the type of event. Additionally, actual useable space does
not always match total listed facility size. Nonetheless, Victoria charges rates nearly half of its most
expensive competitor, the San Angelo McNease Convention Center. Part of the reason for higher
rates at competitor facilities such as the Brazos and Taylor County Expo Centers is more up-to-date
structures and equipment.
Convention Center Rental Rate per Square Foot (2009)
Lufkin Pister Garrison Civic Center $0.064
Victoria Community Center $0.067
Longview Convention Complex $0.073
Wichita Falls MPEC $0.088
Taylor County Expo Center $0.095
Brazos County Expo Complex $0.095
San Angelo McNease Convention Center $0.132

Comparison Texas Event Center Fee Schedules
Convention Space
Dance Floor Fees

Ticket Surcharge
A/V Equipment
Furniture Fees
Utility Fees
Stage Fees
Base Rate
RV Fees
Rental
Victoria Community Center $825 n/a No No No No No Yes
Lufkin Convention Facilities $1020 Yes No n/a n/a Yes n/a n/a
Longview Convention Complex $1320 Yes No n/a n/a n/a n/a n/a
Wichita Falls MPEC $2000 Yes Yes Yes Yes Yes Yes Yes
Taylor County Expo Center $2500 Yes Yes No n/a n/a n/a Yes
Brazos County Expo Complex $2500 Yes Yes Yes Yes Yes Yes Yes
San Angelo McNease Convention Center $2500 Yes Yes Yes n/a No n/a n/a

DEVELOPMENT SCENARIOS
The City of Victoria is evaluating the Community Center’s long-range potential. Capacity,
functionality, age, and appearance of the facility are of concern. The following section aims to assist
the City in determining if and how to invest in the Center’s future.
To conduct this analysis, Avalanche Consulting created three development scenarios. Each scenario
represents a different direction that the City could take with regard to investing in the Center.
Scenario 1: This scenario represents the baseline situation plus an additional exhibit hall
and meeting facility. It projects that the City will sustain the space as it is currently while
adding an exhibit hall building elsewhere on the property making needed equipment and
facility repairs to keep the Center operational.
Scenario 2: This scenario responds to the question of whether the Community Center can
fill a larger role as a regional events center. It estimates the impact of removing the Arena
and constructing a large exhibit hall and meeting rooms in its place.
Scenario 3: This scenario expands the Community Center’s role as a regional events center
and provides a space for covered outdoor events. In this situation, the Arena will be
replaced with a large exhibit hall (Scenario 2) and a covered pavilion building will be
constructed elsewhere on the property.
A more detailed description of each scenario, including an economic impact and rough cost estimate,
is provided below. It concludes with a side-by-side comparison of forecasted 10-year impacts of each
scenario.
Please keep in mind that these are concepts developed to begin the exploration of future
investments in the Community Center. This is a long-term view, as some scenarios will take a decade
or longer to come to fruition. Once the City determines which of the three scenarios it wants to
pursue, a master site plan will be needed.

Scenario 1: Current Configuration Plus Exhibit Hall Building
The first scenario represents the Center’s current configuration plus the addition of an exhibit hall
building elsewhere on the property. The Dome, Annex, and Arena floor plans remain the same, as
does event capacity. In addition, the Center would add an indoor events building, that has capacity
to be broken into multiple smaller break out meeting rooms. The events building will be constructed
in year 3 and economic benefits will be generated starting in year 4. The annual economic impact of
this scenario is estimated to be:
Scenario 1: Current Configuration + New Exhibit Hall

Jobs
DIRECT IMPACTS:
Current $ 560,692 11 $ 216,371

Current $ 491,478 10 $ 229,668

Current $ 309,052 7 $ 165,039
INDIRECT IMPACTS
Current $ 707,835 20 $ 293,317

Current $ 2,069,057 40 $ 904,395
The total annual impact of the expanded Community Center Complex would be $2.07 million per
year. Approximately 40 full time jobs and $900,000 million in annual wages would result from direct
and indirect impacts.
This scenario is based on the following inputs:
 Rental activity and profile in the Dome, Annex, and Arena remain the same.
 The new event building rents for $1200 per day. An additional $200 per day rental fee is
charged for the new building’s concession stand, and another $150 per day fee is charged for

security.
 Calculations are based on the new event building hosts 20 2-day events per year and 20 1-
day events per year. Ten of these events would also rent the Dome, Annex, and Dome
kitchen. The other events are stand-alone and allow for separate rental activity in the rest
of the Community Center complex. * Based on current requests staff feels this number is
extremely conservative and would be twice the total number of days proposed for
calculations with the possibility of additional days with the help of the newly formed CVB.
Please note that in addition to constructing a new events building on site, the City will need to
investment in maintenance, equipment upgrades, and expansion of storage space in the existing
building. These improvements will have no effect on the Center’s current economic impact, although
not making needed repairs would affect demand for the Center in future years.
The original concept of the new event building includes 23,162 square feet of additional rentable
space. A 7,528 main exhibit / banquet hall is accompanied by two 3,982 square foot meeting rooms
and four 1,925 square foot break out rooms. All walls will be movable to allow for multiple
configurations, including one single 23,162 square foot room. This configuration is based on the
footprint of the current Arena so that an impact comparison can be made with Scenario 2, in which
the new events building replaces the Arena.
Considerations
 This scenario allows all current users to continue renting the Center, while providing room to
expand events or recruit larger-scale functions to Victoria.
 Design of the new events building should integrate into the current layout. Ideally, the two
buildings will be connected via a covered walkway.
 The specific location of the new events building is yet to be determined. The City should
consider how the new building will affect parking capacity. First, will the new events building
be located on top of existing parking spaces? Second, how much additional parking capacity
will be needed to accommodate increased visitor traffic?
 As with all three scenarios, the Center’s economic impact will improve if the percentage of
Center usage by out-of-county events and visitors increases. A concerted marketing effort
will help. Increased rental fees could decrease local customers and open the calendar for
external events (which often negotiate a discounted rate anyway, knowing that their
attendees bring additional dollars into the community). The (future) opening of event space
elsewhere in the community could absorb private events, again increasing opportunity to fill

dates with out-of-county functions.
 The specific size and configuration of the new events building will depend on a number of
factors, and does not necessarily have to match the square footage estimated for this Study.
 The approximate cost of constructing the new Exhibit Hall and Meeting Space is presented in
Chapter 3 of this report.
Scenario 2: Replace Arena with New Exhibit Hall
Under Scenario 2, the Community Center is expanded by removing the Arena and replacing it with a
new Exhibit Hall and Meeting Space (the building described in Scenario 1). This scenario aims
address local demand for additional indoor event capacity and has potential to accommodate larger
out-of-county events that might utilize the Dome, Annex, and new events space simultaneously.
As with Scenario 1, this scenario would happen no earlier than 3-5 years from now. In addition,
Avalanche assumes Victoria adds 20 overnight and 20 one-day events per year with 30 percent or
more attendees visiting from out of the county. The economic impact of the Center’s operations
after construction is completed (likely 4 years from now) is shown in the following table:
Scenario 2: Replace Arena with New Exhibit Hall

Jobs
DIRECT IMPACTS:
Current $ 502,000 10 $ 193,722

Current $ 442,330 9 $ 206,701

Current $ 305,902 7 $ 155,809
INDIRECT IMPACTS
Current $ 650,121 11 $ 266,991

Current $ 1,900,353 37 $ 823,224
 Under scenario 2, the Center would generate an economic impact on the county of $1.9
million per year.

 37 jobs would be attributable to direct and indirect output generated by the Center’s
expenditures and visitor spending.
 The Center and its visitors would generate an estimated $823,000 in direct and indirect
wages annually following the construction of the new event space.
Considerations
 The replacement of the Arena with additional meeting space means that 2-3 annual public
events would entirely move to another location. These include the Wild Horse Auction and
possibly the Victoria Livestock Show and the Shriners’ Circus. This loss of revenue is
considered in the above impact estimate. Several functions currently hosted in the Arena,
including the Kennel Club Dog Match, South Texas Farm and Ranch Show, the Czech Fest,
and the Outdoors Expo can be accommodated in the new convention space.
 The loss of Arena events results in a lower economic impact than Scenario 1 in which the
new Exhibit Hall is located elsewhere on the Community Center property.
 The Center’s location and lack of nearby hotels and restaurants is a serious constraint on
recruiting out of town conferences, even if meeting space capacity is significantly increased.
 Victoria Independent School District is currently considering the construction of a 1,500 seat
performing arts center. The ISD currently rents the Center for student and faculty events,
including elementary and GED graduation ceremonies.
 A private developer is currently evaluating the possibility of constructing a 5,000 square foot
capacity event center in another part of town.
Scenario 3: New Exhibit Hall Plus Covered Outdoor Pavilion
As with Scenario 2, in Scenario 3 the Community Center’s Arena is replaced with a new Exhibit Hall
and Meeting Space. In addition, however, the City also constructs a Covered Pavilion elsewhere on
the property. The Pavilion can accommodate the events that would be lost without the Arena, such
as the Livestock Show, while being flexible enough to host a wide range of other activities (live music,
festivals, market days, school functions, sports tournament support, and others to name a few).
The open sided Covered Pavilion would have a concrete floor and metal roof. Concession facilities
and restrooms will need to adjoin the Pavilion to maximize utilization. It is assumed that the Pavilion
would host 40 events per year, including 10 two-day, and 30 one-day functions. The rental rate will

average $800 per day. The economic impact of the Center’s operations after construction of the
open air pavilion is completed (estimated to occur in Year 3) is shown in the following table:
Scenario 3: Covered Pavilion + Replace Arena with Exhibit Hall

Jobs
DIRECT IMPACTS:
Current $ 549,942 11 $ 212,223

Current $ 948,575 19 $ 443,269

Current $ 456,554 10 $ 235,759
INDIRECT IMPACTS
Current $ 1,016,637 18 $ 427,800

Current $ 2,971,708 58 $ 1,319,051
Under Scenario 3, the Center has potential to generate its largest annual economic impact on
the county: $2.9 million per year, well more than double current conditions.
Approximately 58 jobs would be attributable to direct and indirect output generated by the
Center’s expenditures and visitor spending. The Center and its visitors would generate an
estimated $1.4 million in direct and indirect wages annually.
The estimated cost of the complete project is provided in Chapter 3.
Scenario Timing
The above economic impacts reflect the year in which the new configuration is complete. Since
construction will take time, and for some years lower revenues can be expected due to part of
the center being unavailable, Avalanche provides a 10-year timeline of expected impacts for each
scenario.

10-Year Economic Impact: Baseline and Scenarios 1-3
Scenario 2: Scenario 3:
Scenario 1: Replace Arena Scenario 2 Configuration
Baseline Current + Exhibit Hall with Exhibit Hall Plus Covered Pavilion
Year 1 $ 1,168,800 $ 1,168,800 $ 1,168,800 $ 1,168,800

Year 2 $ 1,168,800 $ 1,168,800 $ 1,168,800 $ 1,168,800
Year 3 $ 1,168,800 $ 2,069,057 $ 1,051,920 $ 1,051,920
Year 4 $ 1,168,800 $ 2,069,057 $ 1,900,353 $ 2,971,708
Year 5 $ 1,168,800 $ 2,069,057 $ 1,900,353 $ 2,971,708
Year 6 $ 1,168,800 $ 2,069,057 $ 1,900,353 $ 2,971,708
Year 7 $ 1,168,800 $ 2,069,057 $ 1,900,353 $ 2,971,708
Year 8 $ 1,168,800 $ 2,069,057 $ 1,900,353 $ 2,971,708
Year 9 $ 1,168,800 $ 2,069,057 $ 1,900,353 $ 2,971,708
Year 10 $ 1,168,800 $ 2,069,057 $ 1,900,353 $ 2,971,708
10-Year Total $ 11,688,000 $ 18,890,060 $ 16,691,991 $ 24,191,475
For Scenarios 2 and 3, a decrease in impact is projected in year 3 as two events (the Livestock
Show and Wild Horse Auction) are lost when the Arena is demolished and the new Exhibit Hall
and Pavilion are under construction.
Scenario 3 is projected to produce the highest economic impact for the City of Victoria.
Note: All dollar estimates are in “current dollars” and are not adjusted for inflation to keep
dollars comparable from future years equal to the current year.

CHAPTER 3: RECOMMENDATIONS
The purpose of this chapter is to provide recommendations related to improving and enhancing the
impact of the Victoria Community Center. Recommendations emerge from the analysis presented in
the first two chapters of this Study. It begins with a discussion about marketing the current facility to
external audiences. Travel trends, target audiences, and communication strategies are described.
Next, this chapter explores potential for increasing the Center’s rental revenue through rate
increases and changes to fee structure. The chapter concludes with an evaluation of the physical
infrastructure improvements needed to expand the Center’s meeting and event capacity.
MARKETING RECOMMENDATIONS
Before new facilities are constructed, the City can increase rental revenue and the economic impact
of the Community Center by marketing to audiences located outside of Victoria. A higher number of
out of town guests will result in a higher impact. The following section provides an overview of
tourism trends and recommendations for promoting the Center.
Travel and Tourism Trends
 The tourism industry has experienced significant decline in 2008 and 2009. As of October
2009, U.S. year to date job losses in accommodations exceeded 7 percent. Recreational jobs
were down by 4 percent, and air transportation by nearly 5 percent. In addition, RevPAR
(revenue per available room) for Texas and its neighboring states was down 18 percent
between October 2008 and October 2009. (source: U.S. Travel Association)
 People are taking shorter vacations and traveling by car. Auto travel is leading tourism
trends. In addition, travelers are cutting back on the number of overnight stays, and in turn
seek destinations which offer a lot to do in a short amount of time.
 Weekend travel is increasing in popularity. The number of vacations lasting one week or
longer is diminishing. More than 50 percent of American adults take at least one weekend
trip each year, and 30 percent take five or more weekend trips. Many weekend trips are
planned less than two weeks before travel. Cities and small towns are top weekend
destinations (30 percent), followed by beaches (16 percent), mountains (10 percent), lakes (4
percent) and amusement parks (3 percent).

 Fairs and festivals are popular travel destinations. Each year, around 40 percent of adult
travelers (59 million) attended at least one fair or festival. Around one-half of these
individuals visited an ethnic, heritage, or folk festival, and two-thirds attended a state/county
fair or arts and crafts festival.
 Outdoor recreation, such as visiting a state or national park, was cited by 25 percent of
American adults as a travel destination. Of these, 75 percent traveled via car to the
destination and around 20 percent camped in a tent or recreational vehicle.
 Shopping is the most popular leisure travel activity for American adult travelers. Although it
may not be the primary purpose of the trip, more than 60 percent of tourists shop during a
vacation. Around 50 percent of these individuals stay in a hotel or motel, and 50 percent
stay with friends or family. Enclosed shopping centers and malls comprise about 60 percent
of tourist shopping experiences.
 Sports events are a destination for around 40 percent of all travelers. Baseball and softball
top the list of tourist attended events (17 percent of all American travelers), followed by
football (15 percent), basketball (9 percent) and auto / truck racing (8 percent). Youth
sporting events are a special area of opportunity. Communities that can accommodate
regional tournaments will benefit from visitor traffic and increased brand awareness that
these functions generate.
 Cultural activities are popular, with 75 percent of travelers attending a cultural activity during
their vacation.
 Baby Boomers account for the largest volume of travel in the country, while individuals over
55 years old take the longest duration vacations.
 According to the Travel Industry Association, relatives and friends are the top source of
recommendations about travel destinations as well as hotels, flights, and rental cars. Travel
agents, travel companies, and community tourism offices also rank highly. This includes
direct communication with these organizations as well as visits to their websites.
 More than 50 percent of American adults rely on travel media, such as TV, travel shows,
online newsletters, and newspapers, to plan their vacations. When asked which information
source is the most helpful to them, 25 percent cited websites, followed by newspaper travel
sections and television travel shows. One-third said that something they saw or read in
travel media determined their tourism destination.

 Today, the Internet is the dominate travel resource. More than 70 percent of travelers
visited websites to plan at least one aspect of their trip, and 80 percent of these individuals
used the Web to book all reservations, including flights, hotels, and rental cars.
What Trends Mean for Victoria Community Center Marketing
The trends described above are positive news for Victoria. They indicate that community centers are
likely vacation destinations because they host the fairs, festivals, cultural, and sporting events that
are attended by the more than 40 percent of American tourists. For the more than 50 percent of
Texans taking at least one weekend trip per year, Victoria is a good option. It is located within a
region that is underserved by events facilities, and the area offers a combination of amenities,
historic sites, and shopping that can entertain visitors for an entire weekend.
A large portion of weekend tourists book trips less than two weeks in advance, with most utilizing the
Internet to plan itineraries. In response, the Community Center’s website could be redeveloped as a
marketing tool.
Other travel media, such as television, newspaper, and newsletter segments, also influence tourist
choices. For Victoria, informing regional travel media about upcoming events will increase exposure
and further the chance that tourists will choose to visit the Community Center.
As noted in previous chapters, the biggest challenge in recruiting regional events is the lack of hotel
infrastructure in close proximity to the Center. Expanding the number of RV spaces on the grounds
is one part of the solution. The City will need to closely coordinate with the CVB and area hoteliers
to package overnight stays in a way that makes it easy for event goers to navigate between
accommodations and the Center. Long-term, the City should consider placing directional signage on
roadways between the retail/hotel section of town and the Community Center.
External Target Audiences
The Community Center’s “target audiences” are individuals and organizations that are the primary
focus of promotional activities. The more customized the marketing campaign is for specific
audiences, the greater the return on investment. ‘Targeting’ is the process of narrowly defining
audiences and tailoring the campaign to suit. This process requires in-depth understanding of
audiences, their preferences, and the trends affecting them. It impacts all aspects of a marketing
campaign, from the sales message to the methods used to reach each audience.
The audiences recommended for the Community Center were selected because they meet two
primary criteria:
#1: They have a high probability of demanding and utilizing the Center’s facilities.

#2: Their use of the facility results in a long-term benefit to the local economy.
The universe of potential audiences is great. On the largest scale, it includes any individual or
organization that hosts events in a covered event space and/or rodeo arena. This would include
private parties, business functions, trade shows, festivals, craft and food events, faith based
functions, concerts, sports competitions, and livestock shows and rodeos, to name a few.
The Community Center’s capacity and current infrastructure, however, is a limiting factor. Outdated
facilities and shortage of space limits the breadth of private parties, business functions, and trade
shows that can be hosted at the Center. The Arena’s configuration and flooring surface restricts
rodeo and concert activity. Rodeo and livestock centers located in nearby Gonzales, Cuero, and Bee
County are better equipped to serve larger organizations, reducing Victoria’s viability.
After taking larger scale state and national events from the pool of possible target audiences,
Avalanche Consulting recommends that the City concentrate marketing of the current facility on the
following three external targets:
 Regional sports tournaments

 Tradeshows, fairs, and festivals
 Faith-based events
REGIONAL SPORTS TOURNAMENTS
While tourism trends have been down in 2008 and 2009,

sports events remain a destination for around 40 percent
Regional Sports League Targets:
of all travelers, or around 75.3 million U.S. adults.
Baseball and softball top the list of tourist attended  Youth baseball
events (17 percent of all American travelers), followed by  Youth softball
football (15 percent), basketball (9 percent) and auto /  Adult softball
 Soccer (long-term)
truck racing (8 percent). Youth sports tournaments are a
special area of opportunity, and communities that can
accommodate regional events from visitor traffic and increased brand awareness that these
functions generate.
The Victoria Community Center is well positioned to host regional youth sports tournaments that
utilize the surrounding sports complex as well as Center facilities. Registration, awards
ceremonies, clinics and merchandise sales may be housed in the Center. Based on a similar study
conducted by Avalanche Consulting for a sports complex in Williamson County, Avalanche
estimates that Victoria could conservatively attract six 2-day tournaments and six 1-day
tournaments each year. These tournaments would bring thousands of visiting players and family

members to Victoria who would spend money on local hotels, retail, and concessions at the
tournaments.
Marketing collateral targeted at tournaments must package the Center as an added benefit of
the sports complex. Help organizers imagine potential of incorporating the Center’s indoor space
into overall event organization by providing examples of how they may utilize the Dome, Annex,
and kitchen facilities.
TRADESHOWS, FAIRS, AND FESTIVALS
This audience group represented a variety of interests, from arts and crafts, to sporting goods,
job fairs, and rallies, to name a few. No matter the subject, all event planners share the same
goal: that their functions are seamlessly operated and well attended. Two main selling points
should be addressed when communicating with this
audience:
1. The Victoria Community Center is the region’s Tradeshow, Fair, and Festival Targets:
top choice for tradeshows, fairs, and festivals
because it can accommodate a variety of  Arts and crafts shows
 Cook-offs
audiences and facility needs.  Biker rallies
 County Fair
 Bridal shows
2. The Victoria Community Center is the region’s  Home and garden
top choice for tradeshows fairs and festivals  RV, camping, and boating shows
 Sporting goods
because the Center’s staff will go out of their
 Classic car shows
way to ensure your event is executed without  Antique shows
a hitch from beginning to end.  Job fairs
 Music concerts
When developing collateral materials for this

audience, using a casual theme stays true to the
Center’s modest amenities and expresses that Victoria is not a big-city events location.
FAITH BASED EVENTS
The Victoria Community Center already hosts a number

of local religiously-affiliated events each year, including
Faith Based Event Targets:
church festivals, gospel music concerts, and family
expos. There is an opportunity to extend marketing to
 Meetings and assemblies
faith based organizations located within a 1-2 hour  Musical concerts
driving distance of Victoria, and even organizations  Retreats
 Leadership conferences
whose ministries travel across Texas.  Family festivals
 Education and certification events

According to the World Religious Travel Association, religious travel and hospitality is an $18-
billion global industry with 300 million travelers. Of this, the U.S. market is estimated to
comprise $10 billion. A recent Travel Industry Association of America reported that 25 percent of
travelers today are interested in “spiritual vacations.” A large component of the U.S. religious
travel market includes conventions and conferences. The Religious Conference Management
Association calculates that nearly 15 million people attend more than 17,000 religious meetings
each year. Within the U.S., residents of the West South Central region (Arkansas, Louisiana,
Oklahoma and Texas) reported the highest religious event attendance while traveling (37
percent).
Organizers of faith based events seek facilities that can accommodate a number of different
functions, including hands-on learning, music, large group assembly, and recreational activities
such as sports and dining. As with the other audiences, Victoria’s primary selling point will be its
venue size, flexibility, and regional hub location.
As external demand for the Center increases so will requests for additional event space. The
property surrounding the Center allows ample room for expansion. As recommended in earlier
chapters, and as agreed to by the Parks Commission, the City wishes to add new facilities to the
property within the next 10-15 years. Improvements under consideration include constructing an
events/meeting building that provides more than 20,000 square feet of additional indoor space as
well as building a 40,000 square foot (estimated) covered pavilion with a concrete floor that can
accommodate a variety of other functions. (In combination with an enhanced marketing initiative,
the new meeting building and covered pavilion would double the Center’s economic impact.)
Marketing Recommendations
The following section contains recommendations for improving how the Community Center is
marketed. Recommendations focus on what can be done now to boost the proportion of events
hosted at the Center by external target audiences and thus increase the Center’s economic impact. It
is followed by budget estimates and metrics to help the City measure its progress.
Goal: To maximize visitor spending and economic impact generated by the Victoria
Community Center
Tourism is an export-oriented business for Victoria. Visitors spend money at hotels, restaurants,
retailers, and other local businesses. Those sales result in new spending by local businesses and
their employees, generating jobs and wages. Taxes collected on visitor spending contribute funding
for community improvements, promotion, and public assets like the Community Center.
The goal of marketing the Victoria Community Center is to draw visitors into the city of Victoria,
whose expenditures not only afford the Center’s operations but also results in direct and indirect

benefits to the local economy. Proactive marketing of the Community Center is a critical step in
accomplishing this goal.
In the next three years, building awareness of the Community Center’s name in the larger region
should be the primary objective of marketing. Recommendations offered in this Study aim to
increase name recognition among the Center’s external target audiences so that it becomes top-of-
mind when these groups consider locations for future events.
To begin, the City must develop tools to promote the Center and proactively pursue prospects. Next,
launch a direct sales initiative to inform audiences about the Center. Reinforce name awareness
through a targeted direct mail campaign. Finally, ensure that customers coming from outside of the
City continue to have a positive perception of the Center. Word-of-mouth promotion is the strongest
form of marketing and happens when customers have a great experience at the Center. Reward
customers for choosing Victoria by providing outstanding customer service from initial contact
through the event and follow up.
Recommendation 1: Develop tools to support marketing and information needs.
Set the Community Center apart from its competition by conveying a sophisticated, highly
professional image in everything it does. The City will need to improve its Web presence and
appearance as well as produce new coordinated printed materials. Ensure that all marketing
materials share the same graphical appearance. Avalanche Consulting suggests developing the
following marketing materials in 2010 to support the campaign:
 A marketing website is the primary requirement for campaign. It is a “must.” While the
City’s website contains good information about the Community Center, the link is buried
within the Parks and Recreation section of the website. The City has an opportunity to
stand out from the competition by creating a quality, standalone marketing website for
the Center and the surrounding sports complex. Take the following into consideration
when creating this site:
o Technically, the marketing website can still be housed within the architecture of
the City’s website. Purchase a separate URL that is memorable and brands the
Center (e.g., www.VictoriaTXCommunityCenter.com). The URL can either link
directly back to the Community Center section of the City’s website or to a new
marketing website created to support this campaign. Use this URL in all
marketing activities.
o Ensure that the Center’s website always contains a current calendar of events.
o Allow users to submit reservation requests online and view available calendar
dates.

o Provide information specific to each of the City’s three external audiences.
Consider creating a separate webpage for each audience, describing the facility’s
assets in terms that will appeal to their particular market.
o Include links to other tourism assets in the region such as shopping and cultural
activities, to assure visitors that they will find a full weekend’s worth of
entertainment in and around Victoria.
o Ask other Victoria travel organizations, such as hotels, the CVB, and other
attractions, to include a link to the Community Center on their websites.
The website’s design should inspire the design of printed

collateral materials. Avalanche believes that the
Model Community/Expo Center Websites
appearance of Community Center materials is key factor
in the success of the marketing campaign. It must be
www.brazoscountyexpo.com
improved. The text box to the right lists model www.theciviccenter.com
community and expo center websites that can serve as www.humbleecc.com
references. www.aransaspassciviccenter.com
www.thelonestar.org
 A pocket folder to house marketing and public
relations materials. Folder content can be
customized depending on the audience by changing out the inserts. This can be as simple as
designing a stylized sticker to adhere the outside of an off-the-shelf pocket folder or as
elaborate as designing and printing custom, full-color folders.
 One sheet “slicks” for customizing handouts in-house. These are useful for sharing
information that quickly outdates, such as press releases, lists of upcoming events, or event
agendas. The slick will have a pre-printed border that coordinates with other collateral
materials. The Center may generate its own content, and print to the slick using its own in-
house printers.
 Postcards for use in a direct mail campaign. Develop postcards for mailings to each target
audience group. Postcards should share a theme, each featuring a distinct sales point.
 Improved marketing brochure(s) to provide to prospects. The City may create one brochure
providing an overview o the Center and short blurbs aimed at each target audience, or the
City may opt to develop a separate brochure for each audience (sports leagues, fair/festival
organizers, and faith based event organizers). Use the direct mail postcards as a palette for
the brochure design and copywriting.
Recommendation 2: Populate a contact database and keep it updated.

The City needs a comprehensive, updated contact database of its external target audiences for
distributing its direct mail postcards and other communications activities. This will require leg-
work on behalf of the Center’s staff, but is a critical component of any external marketing
initiatives. Most contact information can be found by searching the Internet for association
websites, and then pulling member information. Contact lists are also available for purchase
through various association directories. The database should contain names, mailing addresses,
phone numbers, and email addresses (if possible), for the following:
 Regional and state baseball and softball leagues
 Professional event planners, fair and festival organizers
 Major employers located in the region
 Faith based organizations located in the region and religious associations
 State religious associations
Recommendation 3: Launch a concentrated direct mail

campaign.
Tips for a Successful Direct Mail Campaign

Direct mail is the delivery of unsolicited advertising
through postal mail or e-mail. Although traditional, it has
 Spend time developing an
the potential to yield good results if properly executed. attention-grabbing headline for
each piece.
For the Community Center, a direct mail campaign is a  Include a call to action. Specify
good kick-off for external promotions. Begin by selecting what you want readers to do.
a theme that will carry throughout all direct mail pieces.  Target the message – one per
The primary reason for the campaign is to let audiences mailing - and keep it simple. Don’t
know that the City of Victoria welcomes them and has jam too much information on one
the capacity for hosting a variety of functions. The piece.

 Establish a design and carry it
theme should convey its primary marketing message, for
through the entire campaign.
example:
 Consider using a 5”x5” postcard
size to help the piece stand out.
The Victoria Community Center is a premier events
 Schedule mailings so that the
facility in South Texas. piece arrives on a Tuesday or
Wednesday – the lightest mailing
Engage a designer to create direct mail postcards that days.
reflect the design of the Center’s website and printed  Commit to at least 3 mailings in a
collateral materials. The campaign will require three campaign, scheduling 2-4 weeks
postcard mailings, scheduled four weeks apart, for each apart.
 Follow up with sales calls after the
campaign is complete.

of the three external marketing audiences (nine total designs). Postcards should be similarly
formatted.
The more targeted the message, the more effective the mail campaign will be. Sports
tournaments have a different audience demographic than faith based events, for example.
Rather than watering down a one-size-fits-all message to fit all three audiences, commit
additional resources to customizing a campaign for each.
Recommendation 4: Promote the Community Center through trade association membership

and event attendance.
Relationships are the key to long-term success, and direct marketing must be a significant part of
the City’s external marketing initiative. The City should become active members of regional
chapters of event planning, expo, festival, and fair associations. In addition to memberships,
subscribe to state and regional publications. Peruse newsletters and magazines for upcoming
events, and identify those that could be suitable for the Community Center in the future.
Recommendation 5: Frequently share news about the Community Center with the local
market.
Victoria-based organizations and individuals will continue to provide a steady source of revenue
for the Community Center. Keeping these groups informed and impressing them is important for
business and reminds them of Center’s value to the community.
Tactic 5.1: Produce a monthly news release listing upcoming events.
Entitled “This Month at the Community Center” (or similar), the news release should list all
public events at the Center scheduled in the upcoming month, including the date, time, location,
and other details. Look at editorial schedules to determine the best day of the week to distribute
the news release to area newspapers, neighborhood newsletters, radio stations, and television
stations. This news release may be printed on the one-page slick (described in Recommendation
1) and faxed or emailed.
Tactic 5.2: Help event managers navigate local marketing opportunities.
The Community Center’s name recognition will naturally increase as it is listed on customer
advertisements and other promotions. The City benefits if customers are successful promoters.
The better customers’ marketing efforts, the more attendees, and the greater the exposure for
the Community Center.

Although the City is not responsible for promoting events held at the Center, it could be
beneficial to provide customers with marketing guidance. At a minimum, develop a handout
that lists regional media outlets as well as the editorial and advertising contacts for each. This
will save customers time and make it more likely that they will advertise. Also, allow the new
marketing assistant time each week to book appearances for customers on local television and
radio stations.
As a side note, one possible way to incentivize event organizers is to negotiate with local media
to provide discounted advertising rates for Community Center customers. Customers will find
value in any assistance the Parks and Recreation department staff can offer in navigating local
media buys and identifying ways to maximize exposure.
Tactic 5.3: Host familiarization tours of the Community Center.
Provide lunch, a brief presentation, and tour of the Community Center. Host several
familiarization tours in 2010 and 2011, one for each individual audience and for regional media.
Recommendation 6: Differentiate the Community Center by continuing to provide attentive

customer service from first contact through follow up after the event.
It goes without saying that exceptional customer service should be engrained in the City’s
management of the Community Center. As discussed in earlier sections of this Study, turnkey
solutions to event planning is in greater demand than ever before. Cost is often less of a deciding
factor than the comfort that event details will be carefully managed. Strong customer service
will be key to developing the Community Center’s number one promotional tool outside of city
limits: word-of-mouth marketing.
 Meet as a team to develop a business friendly customer service policy.
 Always respond to telephone and email inquires within 24 hours.
 Have a professional appearance at all times. Develop attractive and informative information
about the Community Center.
 Contact current customers (those with booked, upcoming events) on a regular basis prior to
their events to ensure their needs are being met.
 Provide customers with a list of local media and advertising opportunities.

 Provide customers with a list of local vendors to help with overnight accommodations,
transportation, catering, décor, printing, signage, and other aspects of their stay.
 Make sure that each event’s organizer(s) is treated very well while he/she is in Victoria. Work
with the CVB to deliver a gift basket to their hotel rooms, and ask hotel managers to upgrade
rooms or leave a personal note.
 Provide customers with an attendee survey card that allows them (and the City) to gather
information about their audiences. Keep the survey brief, postcard size for example, and ask
general questions appropriate for any audience. Questions could include basic demographic
information, perceptions of the event, and perceptions of the Community Center.
 Send all customers personal ‘thank you’ notes following events.
 Keep customer contact information in a database. Approximate the date of the customer’s
next event, and contact him/her at least 6 months before to inform them that the
Community Center wants their business.
Recommendation 7: Consider offering inducements to customers whose economic return is

higher than average.
A majority of exposition centers offer perks to customers who bring a higher than average
number of guests and overnight stays. These inducements take various forms. In interviews
with other Texas exposition centers, Avalanche discovered that incentives are typically
categorized within the marketing budget. Discounted rental fees and comped equipment rentals
or dining services are common incentives. In some communities, the community center and local
hotels work together to package proposals to larger events. These proposals may include
discounted hotel room rates as well as reduced fees / comped services at the event facility. No
exposition centers that we interviewed or researched publicly posts their incentives policies.
They are viewed as competitive tools and utilized internally by staff and board members to make
decisions.
The City should consider offering inducements to select events on a case-by-case basis.
Internally, the City should establish criteria that must be met to qualify for inducements. These
criteria do not need to be publicly shared.
We are aware that the Community Center is fully booked for most weekends each year, and local
demand for the facility is high year-round. The purpose of the marketing campaign is to encourage
the City to be proactive versus reactive. Actively marketing to its external target audiences will result
in a more balanced mix of customers, increasing the Center’s economic impact and allowing
flexibility to adjust pricing structure.

Marketing Budget
The marketing budget estimates below show both ‘low’ and ‘high’ spending scenarios. A low
spending scenario involves, for example, hiring freelance designers, printing on lower quality paper
stock, limiting the quantity of direct mailings, and limiting participation in trade associations and
their events. The high spending scenario includes, for example, employing a professional advertising
agency to develop marketing materials, utilizing better quality paper stock or unusual cuts, exhibiting
at trade association events, and purchasing contact lists.

Marketing Budget Estimates
Activity Low High
Design and launch new website / webpages $ 5,000.00 $ 15,000.00

Design and print direct mail postcards $ 1,250.00 $ 4,000.00
Design and print Center overview brochure(s) $ 1,500.00 $ 7,500.00
Design and print pocket folder $ 500.00 $ 3,500.00
Design and produce information "slicks" for in-house printing $ 1,000.00 $ 2,000.00
Populate a contact database (purchase contacts) $ - $ 2,000.00
Direct mail campaign postage $ 500.00 $ 1,500.00
Trade association membership and event participation $ 750.00 $ 3,000.00
Produce monthly news release listing upcoming events $ - $ -
Assist event organizers with navigating local media opportunities $ - $ -
Host familiarization tours of the Center for target audiences $ 1,000.00 $ 2,000.00
Monthly website updates $ 500.00 $ 1,500.00
TOTAL MARKETING BUDGET (estimate) $ 12,000.00 $ 42,000.00
These are just estimates, and budget may change as the marketing campaign evolves. One fact is
clear, however, the City must be willing to invest in marketing the Center if it is to accomplish its
goals of maximizing the Center’s economic impact and boosting operating revenue.
Metrics
The Community Center’s marketing metrics are either performance-based or goal-based.

Performance-based metrics are tied to the implementation of the recommendations. Ideally, the
City will assign each recommendation and tactic listed in this Study to individual staff members.
Some organizations tie performance-based metrics to staff evaluations. Staff reviews can be partially
founded on whether an individual has performed the tasks assigned to him or her. When associated

with performance metrics, staff rewards, such as bonuses or pay raises, are a strong management
tool for ensuring that a marketing plan gets implemented.
Goal-based metrics measure how well an organization is accomplishing its long-term goals and
objectives. In this Study, the City’s primary goal is to maximize visitor spending and economic impact
generated by the Victoria Community Center. Within this goal, the objective is to build name
recognition as a premier events facility in the region.
Measuring goal-based metrics goes beyond accomplishing the recommendations of this Study.
Recommendations are the steps that will progress the City toward its core objectives. They should
be easy to measure on a regular basis. As with performance-based metrics, they should be evaluated
one to two times each year.
We recommend tracking the following statistics to monitor the progress of the marketing campaign:
 Increase in the number of out of county prospect inquiries – The City should track prospect
inquiries to determine whether marketing tactics are producing results. Prospect inquiries
can occur through e-mail, phone calls, and personal visits to the Center. Formulate a
spreadsheet or other document that allows staff to input each prospect inquiry, the nature
of the request, and follow-up activities. Review this on a regular basis. Establish
benchmarks. For example: The number of prospect inquiries by out of county organizations
should increase 15 percent each year for the first three years of the campaign. Adapt
marketing efforts if this goal is not met.
 Increase in the number of out of county events –Beginning with the initial contact, identify
prospects as either “internal/local” or “external/out of county” events. We define “out of
county” events as those with more than 30 percent of attendees living outside of Victoria.
 Increase in the number of hotel / motel nights – One of the most significant economic
impacts for Victoria by the Community Center will be from visitor expenditures at local hotels
and other venues. Tracking this will require a concerted effort by both the City and the CVB.
 Increase in the economic impact of the Community Center on Victoria and Victoria County -
Ultimately, more out of county events, heightened rental revenues, and expanded facility
capacity will generate a higher economic impact for the City. Update the Community
Center’s economic impact analysis at least every three years to ensure that it is meeting its
primary goal.
For the City to measure these metrics, it must adopt data collection tools. We strongly recommend
developing a short survey issued to visitors attending Community Center events. During interviews
with other Texas community centers, Avalanche Consulting learned that event facilities managers

routinely request information from their customers related to the number of event attendees, zip
codes of participating organizations and individuals, estimated travel dollars spent, and number of
room nights. The City can use this data to not only track goal-based metrics but also keep its
economic impact analysis updated on a regular basis.
RENTAL RATE RECOMMENDATIONS
As discussed in Chapter 2, the Victoria Community Center’s current rental rates and fees are lower
than benchmark facilities on a per square foot basis. There is opportunity to gradually increase the
City’s revenue generated by the Center by adopting standard industry practices.
To begin our recommendations, we revisit the Comparison Texas Event Center Fee Schedules table
provided in Chapter 2:
Comparison Texas Event Center Fee Schedules

Convention Space
Dance Floor Fees

Ticket Surcharge
A/V Equipment
Furniture Fees
Utility Fees
Stage Fees
Base Rate
RV Fees
Rental
Victoria Community Center $825 n/a No No No No No Yes
Lufkin Convention Facilities $1020 Yes No n/a n/a Yes n/a n/a
Longview Convention Complex $1320 Yes No n/a n/a n/a n/a n/a
Wichita Falls MPEC $2000 Yes Yes Yes Yes Yes Yes Yes
Taylor County Expo Center $2500 Yes Yes No n/a n/a n/a Yes
Brazos County Expo Complex $2500 Yes Yes Yes Yes Yes Yes Yes
San Angelo McNease Convention Center $2500 Yes Yes Yes n/a No n/a n/a
The table provides a list of potential fees charged by other similar events centers elsewhere in Texas.
 The Base rate is the per diem, flat rental charge for an event space.

 Utility fees are a surcharge that compensates for power and water usage during the event.
These are typically a flat fee charged on a daily basis.
 Ticket surcharges of $1 or more per ticket are required by several organizations.
 Furniture fees are charged for each table and chair used by the customer during the event.
Use of dinnerware and linens, if available, may also be an additional fee. This covers the
costs associated with storing, setting up, and cleaning these items. Rates vary depending on
the item, but are typically under the cost charged by private rental companies.
 A/V equipment rentals are charged on a per event basis to customers using facility
microphones, speakers, PA systems, stereo equipment, televisions, overhead projectors, and
lighting, to name a few. Cost varies from $5 to $100, depending on the equipment. An
hourly fee may also be associated with staff time setting up and tearing down equipment.
 Dance floor fees are charged for set up and use of a temporary dance floor. Typically, fees
are based on a price per square foot.
 RV fees of $20+ per night plus a security deposit are charged to individuals parking RV
campers on facility parking lots overnight.
In addition, there is a wide variety of other fees possible that this Study did not include in its survey.
They include, for example:
 Signage fees are charged for each banner approved and displayed by staff members ($10-
$20 average per sign).
 Additional hour fees of $50 or more are charged for events that run past their allocated time
slot or that require additional time for set-up.
 Concession / kitchen surcharges of 10-20 percent of gross sales (or $1-$2 per guest) are
common practice among many events facilities. The surcharges may be waived if the
customer hires one of the facility’s “preferred” or “approved” vendors.
 Internet fees, similar to utility fees, cover a portion of the cost to provide Internet service to
the facility. They only apply to events that have need for Internet access.
 Overnight fees for organizations setting up the day before the event.
 Corking / alcohol fees are charged either on a flat or per bottle rate to customers bringing
alcohol on premises.

Currently, the City charges customers flat, daily rates for space, kitchen, and concession rentals, as
well as security services. The City’s facility fee structure provides the following items at no cost:
 Tables and chair usage

 Wireless PA system
 Staff time to set-up and tear-down all tables, chairs, and equipment
 Event staff, including planning assistance and during the function
 Wireless internet access
 Video screens
 Utilities
Providing these services and others for free has led to a number of concerns for the Center’s staff.
Staff members work long hours to accommodate customers and a booked, back-to-back event
calendar. Even with event plans in place, customers frequently ask staff to reconfigure furniture
arrangements and equipment set-up, adding even more staff time to an already packed schedule.
Set-up and tear-down of furniture and fixtures for large events takes hours of personnel time.
Storing and maintaining furniture and equipment requires time and resources. This year, for
example, the City has budgeted $40,000 to replace tables and chairs. The City currently has 1400
metal folding chairs, 1200 vinyl chairs, 460 rectangular tables, 150 round tables, 10 four-foot tables,
stage risers, numerous video screens and audio and video accessories. This is a large number of
items to manage without receiving any compensation.
It is possible that billing customers for use of furniture and equipment will reduce the number of
recalled set ups and provide funds for timely replacement of damaged or outdated items.
The City has a variety of options for boosting Center revenue while staying in-line with industry
norms. Based on our evaluation of competitor facilities, discussions with Center employees, and an
understanding of Victoria’s target audiences, we recommend the City consider the following changes
to its current rental structure.
 Increase the daily Dome, Annex, and Arena rental rates by 2 percent per year for the next
three years. This would result in weekend rental rates of approximately $955 for the Dome,
$715 for the Annex, and $475 for the Arena in Year 3. An increase of his level means that the
Center will continue to be competitively priced. However, as Chapter 4 reveals, a modest
rise in daily prices could mean more than $4,400 in additional annual revenue.
 Charge for furniture rental. Rental fees of $0.25 to $0.50 per folding chair and $3.00 - $4.00
per table are below market rates while reimbursing the City for storage, maintenance, and
cleaning/repair costs. For a typical Dome event, furniture revenue could total between $300
and $700, and a typical Annex event could generate between $100 and $200.

 Charge a set-up and tear-down fee for events of 300 or more guests. The cost should be
equivalent to the hourly wage rate of staff members performing the service.
 Outsource audio / visual support services to local companies. This ensures that customers
have access to the most current technologies and have support services that may go beyond
the capacity of staff. Provide customers with contact information for these local A/V
companies and ask them to manage those services outside of their contract with the
Community Center.
 Create a list of “approved” vendors for catering, party supplies, and technical support.
Charge customers a fee of 10 percent of the gross cost of the services for using non-
approved vendors. Vendor approval can be based on their familiarity with the Center (e.g.,
require orientation), professionalism, and quality of performance. Some facilities charge
vendors a fee of $250 to $1,000 to be included on the list.
Implementing these five policy changes will result in more than $40,000 in additional revenue each
year, compensating the City for the significant amount of time and resources it current expends in
pre- and post-event facilitation of customer requests.
FACILITY IMPROVEMENT COST ESTIMATES
In addition to providing marketing and rental rate recommendations, Avalanche was asked to advise
the City on what future facility improvements would maximize the Center’s value to the community.
To do so, we began by evaluating the Center’s current economic impact (Chapter 1), as well as
forecasted impacts for three prospective development scenarios (Chapter 2). As a reminder, the
three scenarios investigated were:
1. The Center maintains its current configuration plus the addition of an exhibit
hall building elsewhere on the property. It projected that the City will sustain the space
as it is currently while adding an exhibit hall building elsewhere on the property making
needed equipment and facility repairs to keep the Center operational.
2. The Center fills a larger role as a regional events center. It estimates the impact of
removing the Arena and constructing a large exhibit hall and meeting rooms in its place.
3. The Center expands its role as a regional events center while providing a space for
covered outdoor events. In this situation, the Arena will be replaced with a large exhibit

hall (Scenario 2) and a covered pavilion building will be constructed elsewhere on the
property.
Avalanche Consulting involved two firms, BRW+ Architects and Rawley McCoy & Associates, in
providing cost estimates for the new Exhibit Hall and Covered Pavilion as well as needed
improvements to the existing Dome and Annex. Industry standard prices and local construction
prices for similar projects were taken into consideration when calculating the per square foot price.
New Exhibit Hall and Meeting Space
Scenarios 2, 3, and 4 include the construction of a new exhibit hall and meeting space building. In
Scenarios 2 and 3, this space would replace the existing Arena, and in Scenario 4, the space would be
constructed as a standalone facility elsewhere on the property. When estimating price per square
foot costs, BRW+ Architects treated the new Exhibit Hall and Meeting Space building as a new
building. The existing Arena building would not possess much that could be salvaged. Without the
proper documentation on the structure or any of the data, one cannot safely assume that the
structure is capable of withstanding any additional loads it might gain from the new roof structure or
any walls that would be supported by the structure. Because of this, the structure would most likely
be rejected by our structural engineer and therefore would have to be demolished. The new
building would cost approximately $160 per square foot in current dollars.
New Covered Pavilion
The new Covered Pavilion would consist of a concrete floor and metal roof. Based on industry
standards, the Pavilion cost will be approximately $20 a square foot in current dollars. This figure
does not include electrical or plumbing. It does include engineered foundation and building plans.
An additional $1 per square foot should be added for galvanizing.
For both new structures, numbers may vary greatly depending on timing of construction and finish
out options.
Repairs and Improvements to Existing Dome and Annex
In addition to construction costs of the new Exhibit Hall and Covered Pavilion, repairs and
improvements to the existing structures are required in the near-term. The City has requested cost
estimates for several improvements, including the addition of storage space. BRW+ Architects
estimates additional storage of around 3,000 square feet is required to satisfy current needs. The
approximate cost of this space will be $125 per square foot.
Finally, Rawley McCoy & Associates provided cost estimates for replacing the Dome and Annex
roofs, replacing air conditioning units, installing additional night lighting around the peri meter

of the Center, and replacing the Annex and Dome kitchen walls. The tables on the following
pages present these cost estimates.
IMPROVEMENT UNIT COST TOTAL COST
Roof Replacement on Dome and Annex

Metal Roofing Costs (based on replacing existing insulation
and using 24 g. R-panel roof)
West Annex roofs, 17,911 SF total $5.50 / SF $98,510.50

(Optional upgrade for standing seam roof) $9.50 / SF $170,154.50
East Annex roof flashing at Dome perimeter Flat fee $5,000.00

(Optional upgrade to standing seam roof) $9.50 / SF $87,324.00
Main Arena roof, 48,401 SF total $5.50 / SF $266,205.50

(Optional upgrade to standing seam roof) $9.50 / SF $459,809.50
Built-Up Roofing Costs:

(Based upon replacing entire built-up roofing system)
Dome roof, 13,016 SF total $10.00 / SF $130,160.00
TOTAL NEW ROOF COSTS WITHOUT OPTIONAL UPGRADES $369,716.00
Fees and contingency 10% $36,971.60
GRAND TOTAL $406,687.60
Recommended budget for roof replacement $410,000.00

Recommended budget with standing seam roof option $940,000.00
West Annex Rooftop A/C Unit Replacement
Replacement of units set on existing curbs: $1,300 / ton @ $97,500.00

(6) 12.5 ton units total $75 tons / SF
Fees & contingency 10% $9,750.00
Recommended Budget $110,000.00
Additional Night Lighting Around Entire Building
Installation of 20 exterior wall pack type fixtures $500.00 / unit $10,000.00
Fees and contingency 10% $1,000.00

Annex Interior Wall Replacement
New smooth FRP liner panels over metal wall panel: $3.00 / SF $13,338.00
Approximately 4,446 SF total wall area
(Excludes Annex storage and kitchen areas)
Fees & contingency 10% $1,333.80
Dome Kitchen Wall Replacement
New smooth FRP liner panels over gypsum board: $4.00 / SF $6,434.00
Approximately 1,606 SF total wall area
(excludes restroom and loading area)
Fees and contingency 10% $642.40
COMBINED BUDGET (ALL PROJECTS) $553,500.00
RECOMMENDED BUDGET (ALL PROJECTS) $560,000.00*

*Note: Prices do not include inflation costs. Due to the volatility of the market and not knowing when
these projects may take place, each project budget should be increased by 3%-5%.
CHAPTER 4: FINAL FORECASTED IMPACT
The purpose of this final chapter is to explore the potential impact of the Community Center once
envisioned improvements are put into place.
Chapter 2 of this Study explores the impact of three potential development options. The Parks and
Recreation Commission reviewed all three scenarios, and requested that we examine a fourth and
final scenario which blends Scenarios 1 and 3:
Scenario 4: The Center maintains its current configuration while adding a covered
pavilion building and an indoor exhibit hall / event building elsewhere on the property.
This Scenario is estimated to yield the highest economic impact for the City over the long term. The
following table illustrates Scenario 4’s annual impact based on the current fee structure.
Scenario 4: Current Configuration Plus Exhibit Hall and Pavilion

Sales/Output Jobs (FTE's) Annual Wages
DIRECT IMPACTS:
Current $ 599,744 12 $ 231,441

Current $ 1,076,443 21 $ 503,022

Current $ 462,854 10 $ 244,161
INDIRECT IMPACTS
Current $ 1,112,301 19 $ 469,739

Current $ 3,251,343 62 $ 1,448,363
This estimate is based on the following assumptions:

 The City will construct a covered outdoor Pavilion elsewhere on the property. The Pavilion
can accommodate a variety of events, including livestock shows, concerts, festivals, market
days, school functions, sports tournament support, and others to name a few. The open
sided, 40,000 square foot Pavilion will have a concrete floor and metal roof. Concession
facilities and restrooms will need to adjoin the Pavilion to maximize utilization. It is assumed
that the Pavilion will host 40 events per year, including 10 2-day, and 30 1-day functions. The
rental rate will average $800 per day.
 The City will also construct an indoor events building elsewhere on the property. This
exhibit hall / meeting facility will offer flexible space and the capacity to be divided into
multiple smaller breakout meeting rooms. BRW+ Architecture’s original conceptual drawing
of the new event building includes 23,162 square feet of additional rentable space. A 7,528
main exhibit / banquet hall will be accompanied by two 3,982 square foot meeting rooms
and four 1,925 square foot break out rooms. All walls will be movable to allow for multiple
configurations, including one single 23,162 square foot room. The configuration is based on
the footprint of the current Arena, although the footprint and layout can change.
Adding a New Exhibit Hall and Covered Pavilion to the Community Center grounds is expected to
generate a total economic impact of $3.25 million per year. Additional visitor spending will
contribute to the majority of the additional impact.
To allow for a side-by-side comparison of scenarios, this Study concludes with a 10-year comparison
of the Baseline and Scenario 4. It assumes that the new Exhibit Hall and Covered Pavilion are
constructed in Year 3. It is understood that timing will depend on resource availability and may take
place much further in the future. The City can adjust the forecast by “sliding” total annual impact
figures to the actual year of construction once it is known. It also incorporates the recommended
2% annual increase in facility rental fees over the next three years.

10-Year Economic Impact: Baseline and Scenario 4
Scenario 4:
Current Center Plus
Baseline Exhibit Hall and Pavilion
Year 1 $ 1,168,800 $ 1,168,800

Year 2 $ 1,174,473 $ 1,174,473
Year 3 $ 1,181,233 $ 1,181,233
Year 4 $ 1,187,999 $ 3,251,343
Year 5 $ 1,187,999 $ 3,251,343
Year 6 $ 1,187,999 $ 3,251,343
Year 7 $ 1,187,999 $ 3,251,343
Year 8 $ 1,187,999 $ 3,251,343
Year 9 $ 1,187,999 $ 3,251,343
Year 10 $ 1,187,999 $ 3,251,343
10-Year Total $ 11,840,499 $ 26,283,904
The analysis does not include the temporary impact that will result from construction expenditures.
As a whole, construction expenditure multipliers range between 1.5 and 2.0. These impacts can be
maximized by engaging locally-owned contractors and suppliers.

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Victoria Community Center: Market Analysis and Feasibility Study

CHAPTER 1: OVERVIEW OF THE COMMUNITY CENTER

Current Economic Impact 14

CHAPTER 2: OPPORTUNITIES ASSESSMENT

Rental Rate Recommendations 51

Facility Improvement Cost Estimate 54

CHAPTER 4: FINAL IMPACT ANALYSIS 59

Victoria Community Center: Market Analysis and Feasibility Study

Victoria Community Center: Market Analysis and Feasibility Study 3

Chapter 1: Chapter 2: Chapter 4:

 Customer Reviews  Physical Improvements  Final Economic

Victoria Community Center: Market Analysis and Feasibility Study 4

The Center is owned and operated by the City of Victoria.

The following section provides a brief description of the

Victoria Community Center: Market Analysis and Feasibility Study 5

The Grounds Area

Other Spaces and Equipment

Victoria Community Center: Market Analysis and Feasibility Study 6

Surrounding Land Use

The Center is surrounded by a sizable city sports

Next door to the Center is an event hall managed

Victoria Community Center: Market Analysis and Feasibility Study 7

Figure 2: Annex Ceiling

Figure 1: Annex Interior

Figure 2: Arena Ceiling

Figure 3: Arena Interior

Figure 4: Audio Equipment

Victoria Community Center: Market Analysis and Feasibility Study 8

Figure 9: Server and Electric Room Figure 10: Annex Kitchen

Figure 11: Exterior Behind Arena Figure 12: Pavilion

Victoria Community Center: Market Analysis and Feasibility Study 9

Percent of Events per Category (2009)

Source: City of Victoria

Victoria Community Center: Market Analysis and Feasibility Study 10

Source: City of Victoria

Public Event / Festival

Victoria Community Center: Market Analysis and Feasibility Study 11

Victoria Community Center: Market Analysis and Feasibility Study 12

Victoria Community Center: Market Analysis and Feasibility Study 13

Annual Economic Center Impact =

(Center Operations Spending x Multipliers) + (Total Visitor Spending x Multipliers)

Victoria Community Center: Market Analysis and Feasibility Study 14

Victoria Community Center: Market Analysis and Feasibility Study 15

Total non-hotel expenditures by out-of-county visitors attending Community Center events

Annual Economic Impact of Operations and Visitor Spending

Baseline: Current Configuration

Retail Spending by Visitors

Hotel Spending by Visitors

TOTAL ECONOMIC IMPACT

Victoria Community Center: Market Analysis and Feasibility Study 16

Community Center customers that typically draw a higher percentage of out-of-county

Victoria Community Center: Market Analysis and Feasibility Study 17

 Staff was commended for exceptional customer service.

 The flexibility of having three connected facility types is seen as a positive

 The convenient location is a major draw.

Victoria Community Center: Market Analysis and Feasibility Study 18

Room for Improvement

o Those seeking additional Annex space were interested in bigger training

 The lighting options could be improved, particularly by allowing for

 The audio/visual equipment could be modernized. Professional event

 Larger kitchen facilities would be helpful for some customers.

Victoria Community Center: Market Analysis and Feasibility Study 19

Brazos County Expo Complex

The Brazos County Expo Complex (BCEC) was recently expanded