Proposal For Oversight Of THE GREEK THEATRE’S Open Venue Model
July 21, 2015 LEVEL 1.1 COVER LETTER July 21, 2015
City of Los Angeles Department of Recreation and Parks Office of the Board of Recreation and Parks Commissioners Attention: Board Secretary Two California Plaza 350 South Grand Ave., 46th Floor Los Angeles, CA 90071
Gentlemen:
SMG is pleased to submit our response to the City of Los Angeles, Department of Recreation and Parks Request for Proposal (RFP) for operational oversight of the iconic Greek Theatre’s open venue model (RFP #CON-M15-001). All of the requisite information requested in the RFP has been included in our attached response. Further, the specific items relating to the cover letter on Exhibit B, page 2 of the RFP have been included below.
SMG has spent considerable time over the last several weeks getting to know the Greek Theatre. Our multiple site visits have included meetings and discussions with various stakeholders such as community organizations, vendors, organized labor and live entertainment promoters – all in an effort to understand the operation and future opportunities of the Greek Theatre under the open venue model. Based upon our research and preliminary work done thus far, we are very confident in our ability to accomplish a seamless transition to the open venue model on behalf of the Department.
SMG is considered the market leader in municipally owned facilities operating 240 facilities including 70 arenas, 56 theaters and performing arts centers and, most importantly to you, 7 amphitheaters. Our depth of experience, qualifications and performance set us apart from the competition and allows us to meet the objectives of our clients. We understand the importance of the open venue model to the Department, and we are confident in our ability to increase your bottom line revenues through enhanced calendar management, event booking, cost efficient operations and enhanced revenue growth. Our customized facility management systems – which are unique to SMG – along with our deep industry relationships allow us to provide the highest level of service to our clients while driving performance.
We also understand the importance of operating municipally owned facilities in a transparent manner, being accountable to taxpayers and driven by a mission to help agencies achieve the maximum revenue possible from their facilities. In fact, more than 92% of our clients are municipal agencies like the Los Angeles Department of Recreation and Parks.
For purposes of reference associated with the RFP and for contracting purposes, please note the proposer’s legal name is SMG, which does business as a Pennsylvania Partnership.
As noted in our response, operation of the Greek Theatre will be supervised within the Stadium, Arena and Theatre Division led by Executive Vice President, Doug Thornton. Also, SMG has a significant presence in the region, operating more than fifteen (15) facilities in California alone. In addition to being supported by the SMG corporate staff in our Conshohocken, Pennsylvania offices, the on-site management team of the Greek Theatre will be supported by regional supervisors Michael Krouse and Steve Tadlock. The names and titles of the key persons involved in the account supervision are shown on the following page for your reference:
1 SMG ACCOUNT SUPERVISORS Mr. J. Douglas Thornton Mr. Stephen Tadlock Mr. Michael Krouse Executive Vice President Regional Vice President Regional Vice President 1500 Sugar Bowl Drive 2650 E. Shaw Avenue 2000 Convention Center Way New Orleans, LA 70112 Fresno, CA 93710 Ontario, CA 91764 (504) 587-3827 (office) (559) 347-3410 (office) 909-937-3001 (office) (504) 908-4021 (cell) (559) 301-6073 (cell) 213-595-5495 (cell) 504-587-3584 (fax) (559) 292-3298 (fax) 909-937-3801 (fax) [email protected] [email protected] [email protected]
Please note that John Burns, Executive Vice President and Chief Financial Officer is designated as SMG’s main point of contact as required by the RFP. Contact information and mailing address is as follows:
SMG POINT OF CONTACT Mr. John Burns SMG 300 Conshohocken State Road - Suite 770 West Conshohocken, Pennsylvania 19428 (610) 729-7003 (office) (215) 813-1940 (cell) (610) 729-1590 (fax) [email protected]
SMG confirms its acknowledgement and acceptance of the terms and conditions of the Request for Proposal without exception.
Thank you for the opportunity to present our credentials and operational plan for the oversight of the Greek Theatre’s open venue model. We are confident that SMG is the best choice to provide these services for the Los Angeles Recreation and Parks Department and look forward to the opportunity to serve you.
Sincerely,
Wes Westley
President and CEO
2 LEVEL 1.2 PROPOSAL DEPOSIT
3 LEVEL 1.3 COMPLIANCE DOCUMENTS Compliance documents can be found later in this response and appropriately labeled.
4 LEVEL 1.4.B. VENUE CONTACTS ko ii har ko ii har 8 .Mi tetArn H438Hwr arh Email Contact Phone Contact Person Contact Code Zip Parr Howard 44308 State City, OH Akron, Address Street 182 S. Main Name(s) Venue Theatre Civic Akron Theatre Civic Akron Contract SMG Canalta Centre Canalta Centre 2802 Box S 2802 Box Centre Canalta Centre Canalta Geor James L. Kni Ba nxil ovninCne KovleCneto etr701 Henle Center Convention Knoxville Center Convention Knoxville leCosAeaBu rs rn 1 War Memorial S Blue Cross Arena Blue Cross Arena Lon ai raaBhaUbn ir8SnJa,Pet io091Lc itrSae 8-2-39- 787-722-3309 Suarez Victor Lic. 00901 Rico Puerto Juan, San 8 Pier Urbana Bahia Ro Urbana Bahia Nav Broward Count Broward Mohe CntlainBad ef rsCr oselto rnsPAC 35Mri ad rCanandai Dr Sands 3355 Marvin P.A.C. Brands Constellation Ctr. Arts Perf. Brands *Constellation oie ePet ioClsod uroRc 0 v reilBSnJa,Pet io098Vco urz777222 18,500 787-722-2525 Suarez Victor 00918 Rico Puerto Juan, San B Arterial 500 Ave Rico Puerto de Coliseo Rico Puerto de Coliseo Baton Rou Irvin Laredo Ener Albu Bi Five Fla Five atnMmra ii etrCno eoilCvcCne 11Mre v Cno,O 40 ila ats304840 william.bar 330-438-4305 Bartos William 44702 OH Canton, N Ave 1101 Market Center Civic Memorial Canton Center Civic Memorial Canton Kansas Ex Huntin BTAeaB& rn 0 unDieHi Drive 500 Nunn Arena BB&T Arena BB&T R akNGAea tdu,Atooe etrOeRlatPr oso,T 75 Ed 77054 TX Houston, Park Reliant One Center Astrodome, Stadium, Arena, NRG Park NRG L 75 Ta Charlotte Harbor Event & Conference Ctr. Charlotte Harbor Event & Conference Center Mobile Civic Ctr. & Conv Ctr. Mobile Civic Ctr., Mobile Conven Mobile Ctr., Civic Mobile Ctr. & Conv Ctr. 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Entertainment Youth Millennium eiinCnr eiinCnr 5MGieS t ahrns NO 2 P ai ae 0-3-58dae@tahrnsc 6,000 [email protected] 905-933-2568 Oakes David 3P7 L2R ON ON St. Catharines, St 55 McGuire Centre Meridian Centre Meridian Center Convention Cleveland GCHI and Center Convention Cleveland Anchora Hershe El Paso Convention Center El Paso Civic Ctr., Chavez Theater, McKelli Theater, Chavez Ctr., Civic Paso El Center Convention Paso El Cor Dr. Shoreline 1901 N. Auditorium Selena Ctr, Convention Bank American Arena, Center Bank American Center Bank American David L. Lawrence Convention Center David L. Lawrence Convention Center 1000 Fort Du 1000 Fort Center Convention Lawrence L. David Center Convention Lawrence L. David Brid Monte Centur Alban Jek efro aihPCJfesnPrs A 0 ho t eare A701KisFruao547661 - 504-736-6410 Fortunato Kriss 70001 LA Metairie, St. 400 Phlox PAC Parish Jefferson PAC Parish Jefferson Jacksonville Municipal Facilities Municipal Jacksonville Fr akFr ak odPr xii al odPvlo 15I 0SuhBamn,T 70 efBaik409-835-8466 Branick Jeff 77705 TX Beaumont, Ex Meadowlands 10 South 5115 IH Pavilion Ford Hall, Exhibit Park Ford Park, Ford Park *Ford cornPaeMMra lc 0 cornBv otHrn I400PtiSmr810-987-1256 Samar Patti 48060 MI Huron, Port Blvd 701 McMorran Place McMorran Com Charleston North Place McMorran Moscone Conv. Ctr. Moscone Convention Center 747 Howard St. San Francisco, CA 94103 John T. No T. John 94103 CA Francisco, San St. 747 Howard Center Convention Moscone Pasca 105 E Ctr. Conv. Moscone Center Convention Jackson Center Convention Jackson Idaho Center Ford Idaho Center, Ford Idaho Ctr Ford Am Idaho Center, Ford Idaho Center ConventionFresno Com Centur Iowa StateIowa Universit Denver ConventionDenver Com C etr(ovninCne rn)DUCnr 0Fse tetWretr A068McalOBin587917 12,500 508-779-1175 O'Brien Michael 01608 Orleans*New Com MA Worcester, Street 50 Foster Centre DCU & Arena) Center (Convention Center DCU Cobo Hall Cobo Hall One Washin One Cobo Hall Cobo Hall Altria Theater Altria Theater 6 N Laurel Road Richmond, VA 23220 Bill Lindsa Bill 23220 VA Richmond, Road Laurel 6 N Theater Altria Theater Altria Ham Cambria Count Cambria Eastern Kentuck Eastern nrs akAeaItutBn rn 0 .Wtra tetWcia S622RnHl 1-6-33Rholt@sed 316-660-9393 Holt Ron 67202 KS Wichita, Street Waterman 500 E. Arena Bank Intrust Arena Bank InTrust onA alo etrJh alo etr21 eodAeu arak,A 90 ieBr 0-5-00mokfs.s6,500 [email protected] rak3e@eservices. 907-459-1070 434-982-5166 A. Kovatch Richard Bork Mike 22904 99701 VA Charlottesville, AK Fairbanks, Road 295 Massie Avenue 2010 Second Arena Jones Paul John Center Carlson John Arena Jones Paul John Center A. Carlson John Bon Secours Washin Secours Bon Humacao Facilities Humacao Arena & Performin Arena Humacao Facilities Humacao Chesa Greater Columbus Convention Center Greater Columbus Convention Center 400 N. Hi 400 N. Center Convention Columbus Greater Center Convention Columbus Greater Cit Florence y g nodCneto etrL Conventionnnwood Center y y Sand y g lor Universit lor lFrsAeaRo Arena al Farms y g lIln ovninCne Jek Conventionll Island Center g q p BahCn.&Et t.Lon Beach Conv. & Ent. Ctr. g Pier Com wtrHl Brid ewater Hall Cneto t.Irvin Ctr. 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SEATING NO Center Fisher Theatre, Ste StadiumMcClane Jacob Osborn ConventionPrime Unio Ctr., Times of Jacksonville, Grounds Baseball Field, EverBank Coliseum, Memorial Veterans y g nodCneto etr31 9t tetS L SW Street 3711 196th Center Convention nnwood y Sand y g g lFrsAea21W atmr t atmr,M 10 oi abr 1-4-28colin.tarert@baltimorecit 410-545-6208 Tarbert Colin 21201 MD Baltimore, St. Baltimore 201 W. Arena al Farms y g lIln ovninCne 5NrhBahiwDieJek 75 Drive North Beachview Conventionll Island Center g q p ate Convention Center, Huntin BahCn.Cr rn,TraeTetr etrTetr30Es ca olvr Lon Boulevard Ocean 300 East Theater Center Theater, Terrace & Arena, Ctr. Conv. Beach g Pe 0 atGadAeu Chica Avenue Grand 600 East Pier ewater Concert Hall Lower Mosle Lower ewater Concert Hall Cneto etr50WLsClnsBv Irvin Blvd Colinas Las 500 W Center Convention y y uer g o od ov t.11 oiemDieHam Drive 1610 Coliseum Ctr. Conv. Roads ton p e Sullivan S e g Hall y y Ca nSnAea255 Hi Arena Sun an y eake Ener g o Ba ikCne 2000 Centur 120 S St Jose Center Link Theatre Bendix Center, Centre 5500 Rose Cherr 5500 Rose Centre y s Arena, Five Fla Five Arena, s q Su p p g eCneto etr iaAdtru,CvcPaa41Scn tetN Albu NW Street 401 Second Plaza Civic Auditorium, Kiva Center, Convention ue cnr,Lno rn One Ex ocentre, Landon Arena , tlCne 55 Ea ital Center e River Center, River Center for the Performin Moran Theatre Moran gy g y p tCne,Tetr40S n vneMai L311Mr un 0-1-41mburns@miami 305-416-1471 Burns Mark 33131 FL Miami, Avenue 2nd 400 SE Theater Center, ht Cneto etrHl onPO 08Monte 4058 P.O. Moon Half Center Convention rtr rn n ii etrPaaHuntin One Civic Center Plaza erstore Arena Center 6415 Sinatra Parkwa 6415 Sinatra Center y y p y WrMmra 326 Na Memorial War y Cn.Cr 90Esnoe ld t adrae L336NciEGosa [email protected] 954-765-4466 Grossman E Nicki 33316 FL Ft. Lauderdale, Blvd. 1950 Eisenhower Ctr. Conv. Events Arena and Convention Center 4751 NC Hw 4751 NC Center Convention and Arena Events ihar 8003 Re hitheatre p p gy Ex t.35PaaDieScuu,N 79 arneGr 0-7-80Lwec.abHrzonancm- [email protected] 201-272-5800 Garb Lawrence 07094 NJ Secaucus, Drive 355 Plaza o Ctr. rsAea ok nesnIeRns10 abl tetAnchora Street 1600 Gambell Rinks Ice & Anderson Boeke Arena, orts p p Arena, Cox Conv. Center, Cox Business Services Arena 100 W Reno Ave Oklahoma Cit Oklahoma Ave Reno 100 W Arena Services Cox Business Center, Cox Conv. Arena, erdome, Smoothie Kin hens Auditorium,hens p sto t.16Mi tetPkvle Y451DnvnBakun664750 cit 606-437-5104 Blackburn Donovan 41501 KY Pikeville, Street 126 Main Ctr. osition g nCneto etr&Tetr60W eet vneAnchora Avenue Seventh 600 W. & Theater Center Convention an g har 0 anSre Dubu Street 405 Main Theatre s , Terr g lblCne o elhInvto 0 aeieAeu Clevela Avenue 300 Lakeside Innovation Health for Center & Global Arts Center Avenida Nicanor Vaz Nicanor Avenida Center Arts inCne,CvcTetrOeSuhWtrSre oie L362Col 36602 AL Mobile, Street Water South One Theater Civic Center, tion y Theatre g o etr50JfesnAeTld,O 30 oetRibl [email protected]. 419-245-1022 Reinbolt Robert 43604 OH Toledo, Ave 500 Jefferson ton Center p Scheman Continuin hitheater, Horse Park, S Park, Horse hitheater, y g nTetr hkhniPr 848 M Street Park Chukchansi an Theater, g ), n Center for Performing Arts (includes n Center (includes Arts for Performing on Am Center, Cham Center, Ritz Theatre Ritz p hitheatre, Plaza Theater One Civic Center Plaza El Paso, TX 79901 Sean McGl Sean 79901 TX Paso, El Plaza Center Civic One Theater Plaza hitheatre, g g p Ed Buildin Arts 275 S. River Rd. Baton Rou Baton Rd. 275 S. River Arts ions S ions p rsCne 61 dh etrBv ut Nam 2 Suite Blvd Center 16114 Idaho Center orts q aeNumber One Su uare g 1001 S MLK. Jr Blvd Jr 1001 S MLK. Scheman Bld 0 hli adlhBv akovle L322Je ap946039 [email protected] 10,267 [email protected] 904-630-3697 Lamp Joel 32202 FL Jacksonville, Blvd Randolph 300 A Phillip g y y g icall g aoeSre rno,M 51 ilMlnn473784 bmalinen@bransonmo. 417-337-8548 Malinen Bill 65616 MO Branson, Street camore o tetPnaGra L390Tomm 33950 FL Gorda, Punta Street lor eSre Alban le Street p p hland Park Boulevard Wilkes Barre, PA 18702 Donna Cu Donna 18702 PA Barre, Wilkes Boulevard Park hland g cnr rv To ocentre Drive oleon St Johnstown, PA 15901 Dean Gindles Dean 15901 PA Johnstown, St oleon g g enc y y rave St Austin, TX 78702 Sara Hensle Sara 78702 TX Austin, St rave t oubs H425WlimC ensn648720 wc 614-827-2807 C. Jennison William 43215 OH Columbus, St. h p Hi Sre nxil,T 70 hit rncm852527 cbranscom@cit 865-215-2877 Branscom Christi 37901 TN Knoxville, Street y g g rin g y y vnaAe,N Washin NW lvania Ave., p y g uaS.Jcsn S321Jud 39201 MS Jackson, St. oula t ihod A220D.Nra erfed846612 Norman.Merrifield@Richmond 804-646-1128 Merrifield Norman Dr. 23220 VA Richmond, St. h y q o ldDtot I426PtikBr 1-7-25- 313-877-8215 Bero Patrick 48226 MI Detroit, Blvd ton 4 ot ocr,N 82 ieDws749023 mkdowns@cabarruscount 704-920-2139 Downs Mike 28025 Cit Bossier NC Concord, Link Center Dr 49 North n lo rso A971BueRd 596177 11,300 559-621-7775 Rudd Bruce 93721 CA Fresno, 2nd Floor p Pkw tSuhBn,I 60 Gre 46601 IN Bend, South St h , Suite 102 Ames, IA 50011 Arlo Me Arlo 50011 IA Ames, 102 Suite , Sre acetr KM W i oadBrsen06 3 00- 0161 234 5000 Bernstein Howard Sir M2 3WS UK Manchester, Street en olvr Pittsbur Boulevard uesne g Wa g s Wa y rolDieNwOlas A712RnFra [email protected] 504-861-5119 Forman Ron 70112 LA Orleans, New Drive arbowl P Mississau Pl q y y aeRcetr Y164DloieSih554868 DSmith@cit 585-428-6883 Smith Delmonize 14614 NY Rochester, uare y q y uez Humacao, PR 00791 Jose A. Carras Jose 00791 PR Humacao, uez N let,C 1 H An 0H3 T1C CN Alberta, NW Waco, TX aeo X701Cro ilrel967170 10,200 956-791-7302 Villarreal Carlos 78041 TX Laredo, Kin Car y g nod A906GatDl 425-640-7631 Dull Grant 98036 WA nnwood, g p g y hland Hei y nw I467Rbr elmn997056 rbelleman@sa 989-790-5566 Belleman Robert 48607 MI inaw, p g k,K 61 ihEkr 8-3-20rc.cetsc.s10,000 [email protected] 785-233-8200 Eckert Rich 66612 KS eka, ll Island, GA 31527 Eric Garve Eric 31527 GA ll Island, ston, Canada K7K 0B4 Denis Le Denis 0B4 K7K ston, Canada C258L 27518 NC , g q p p 10,500 [email protected] 361-826-3845 Pierson Wes 78403 TX Christi, us Beach, CA 90802 Steve Goodlin Steve 90802 CA Beach, g g q X709MuaGs 7-0-76m 972-401-7706 Gast Maura 75039 TX , y uer o,V 36 ae eesn757-727-6319 Peterson James 23666 VA ton, a, ID 83687 Bob Henr Bob 83687 ID a, o, IL 60611 Lori Heale Lori 60611 IL o, Heale Lori 60616 IL o, g marieware@cit 563-589-4264 Ware Marie 52001 IA ue, g Y107Dna twr 1.7.90dstewart@accan 518.275.4920 Stewart Duncan 12007 NY , d H413Mt arl 1-9-74m 216-698-7704 Matt Carroll 44113 OH nd, g g o Ba o,W 50 tv ilas346654 8,800 304-696-5540 Williams Steve 25701 WV ton, g g o,D 00 o e 0-8-30- 202-783-3370 Lee Tom 20004 DC ton, h, PA 15222 Christina L Christina 15222 PA h, q g e, AK 99501 Debra Fitz Debra 99501 Sau Julie 99501 AK e, AK e, g a Y144Ginn 14424 NY ua, g y e M812Cher 87102 NM ue, ,OTLZ46Gre 4B6 L4Z ONT a, ,L 00 ila ail253950 11,000 225-389-5103 Daniel William 70802 LA e, , LA 71112 Joe Buffin Joe 71112 LA , y g aac t ae IDsodMlom869281 dmalcolm@udc 876-922-8310 Malcolm Desmond WI St. James Jamaica , y t,K 19 And 41099 KY hts, K712TmAdro 0-9-69Tom.Anderson@okc. 405-297-1689 Anderson Tom 73102 OK , 76704 okMNi 5-1-63Karl 254-710-8633 McNair Rock y a oln 1-6-81l 919-462-3861 Collins man g y g b g Adro [email protected] 843-740-2512 Anderson g y g roCln735016 8,000 713-520-1064 Colon ardo l rikhn 0.2.24an 403.529.8234 Cruickshank ela y y rdL ak,J.613220 banksf@ 601-352-2300 Jr. Banks, L. Fred e y y Rie 843-468-2800 Raines Sca905-615-3200 Socha 574-276-0539 Downes Mes895257 9,000 859-572-5575 Meeks Coo Cak585-678-7157 Clark crein-borunda@cab 505-768-3298 l Rein-Borunda y Sot912550 Tomm 941-235-5001 Scott y g p r552440 awme 515-294-4701 er y r613-546-4291 dle er p 907-276-4118 e g y p y y g y y g y nk 7-2-98donna@dmc 570-824-1998 inski o 1-4-56buffin 318-741-8526 ton r212872 11,100 251-208-7821 er rl 0-4-41Fitz 907-343-4481 erald c 1-2-09cl 412-325-3009 nch ci415-974-4027 uchi y McGl 915-541-4896 nn p g q er il 8-0-69titocarras 787-608-1649 uillo g r845655 5,000 814-536-5156 er 1-9-50- - 312-791-7500 Sara.Hensle 512-974-2000 steve 312-791-7500 bill 562-436-3645 510-620-6512 E 912-635-4081 ma 208-468-5401 j pj g g pp j g j g g j y ohn.no branick@co. sau kiefer@vanderbur dull@l re re inn downes@ g p y man.collins@townofcar [email protected] 4,500 [email protected] g p arve y g eterson@ham - [email protected] nch@ j _ g ast@irvin y g y carroll@cu [email protected] - [email protected] g mana [email protected] 6,500 _ p lindsa er@cit or@cit y [email protected] 10,000 [email protected] .socha@mississau [email protected] McNair@ba y e@anchora g cakcrnscm- [email protected] g y nnSP@el y @lon y ton risaeeu- [email protected] .Scott@charlottefl. y g @ pg nnwood p uchi@sf g q y hel j er@ j ek uillo4942@ y g y - h-sea.com @bossiercit tos@cantonohio. c.ihodc.s- @ci.richmond.ca.us g y g y ofkin ofnam wick. boiscm- ibsonins.com g g @austintexas. ofrochester. beachcvb.or y j p fesnt.s9,100 efferson.tx.us ea.o - texas.com ra lsadcm- llisland.com y .o - s.com g p aho p y y j inawcount ikevillecit p g .o - a.com ofdubu asotexas. ofknoxville.or p g g p g y vcm- ov.com g iscm10,500 hics.com y vir g .e - e.net ov.or tnc 6,000 ston.ca ton. o.d - lor.edu dcm- fd.com v15,000 ov cm - .com p g g ov.or .s12,279 a.us q h acount g g . naeu15,000 inia.edu g g g 28,900 ov g g g ov.or y v- ov g v- ov alcm8,000 mail.com g .a5,500 a.ca q .or g v- ov ue.or y g g y y g y cm7,000 .com y v14,000 ov g . .or g g g v- ov y g cm7,600 .com g u 6,000 .us v- ov g - v- ov u - .us g v14,000 ov v9,000 ov g v5,500 ov g g g g g 17,000 ov.com rn tdu har CC Exh. Space Theatre Stadium Arena - 12,500 80,200 ------135,000 - - 45,000 ------76,000 ------13,000 13,500 14,082 9,434 4,000 ------2,353 4,420 1,897 - - - 4,000 2,500 1,676 2,500 1,950 - - - - - 3,600 - - 5,970 - - 1,000 - 2,300 3,840 - - - - - 7,000 - 5,000 ------2,540 2,300 15,000 - - 700 2,600 1,280 5,019 - 1,150 - - 4,250 - 3,201 - 18,000 ------7,800 11,500 ------400 Type/Capacities (combined) Type/Capacities 61,000 109,000 100,000 70,000 67,000 - - - 76,000 - - 100,000 - 700,000 - 70,000 1,637,000 - 82,000 - 80,000 - - - - 135,000 224,000 - - 34,000 200,000 738,000 - 120,000 584,000 - - 165,000 100,000 - 102,000 126,000 167,000 - 110,000 - 75,000 - - 28,000 128,000 - - 170,000 2,670,000 77,000 8,000 75,000 48,000 - - 48,600 313,400 - 230,000 - 426,000 113,000 60,000 - - 78,000 - - 43,500 - -
5 Wroclaw Stadium Wroclaw Stadium ul. ul. Email Contact Phone Contact Stadium Wroclaw *D Person Contact Code Zip Stadium Wroclaw State City, Address Name(s) Venue Od Contract SMG Nassau Coliseum Nassau Coliseum and Ex Coliseum Nassau Coliseum Nassau Exhibit C, Section 2 C, Section Exhibit The Pla ie no etrTmsUinCne 1SuhPalS.Alban 51 South St. Pearl Center Union Times Center Union Times eio ieesAeaVrznWrls rn 5 l tetMnhse,N 30 e ass636460 carrie@ted 603-624-6500 Gatsas Ted 03101 NH Manchester, Street 555 Elm Arena Wireless Verizon Arena Wireless Verizon l ainlEet lz vnvleCneto etradAdtru 1 outS.Easil,I 70 o ifr812-435-5241 Kiefer Joe 47708 IN Evansville, St. 715 Locust Auditorium and Center Convention Evansville Plaza Events Old National ..Bn tdu ..Bn tdu 0 ot t tetMinnea Street 5th 900 South Stadium Bank U.S. Stadium Bank U.S. Yulman Stadium (Tulane Universit Stadium (Tulane Yulman idod ovninCne idod ovninCne 51BadakWlwos J020Jh iiin 0-9-72 800-992-9732 Siciliano John 08260 NJ Wildwoods, 4501 Boardwalk Center Convention Wildwoods Center Convention Wildwoods Pensacola Ba Pensacola aeMr etr aeMr etr25 atSa vneFen,C 31 eoa dsinAtn 5-7-8015,250 bwolters@kentwa. 253-856-5454 Wolters Ben 559-278-0800 98032 Adishian-Astone Deborah 93710 WA Kent, CA Fresno, Street James 625 W. Avenue Shaw 2650 East Center ShoWare Center Mart Save Center ShoWare Center Mart Save Saen erRdoAeaMtoai rn Arena Wa Metroradio Arena MetroRadio Arena ed rn is ietAea1t lo oe ot eta ed,U S P ahrn ihm01 486 12,500 0113 2478266 Witham Catherine M3 1AR 8PA LS2 UK Manchester, UK Leeds, Central North Tower Floor 10th Station Victoria Arena Direct First Arena Manchester Arena Manchester Arena Leeds Pnal akAea/Pnwo olPnal akAea ieodBw hae 0 tetLnon E 80 hi ete 402-441 Beutler Chris 68508 NE Lincoln, Street 600 R Theater Bowl Pinewood Arena, Bank Pinnacle Bowl / Pinewood Arena Bank *Pinnacle Or atne rn A Santander Arena, Santander Performin Santander Arena & PAC St. Clair Convention Center Blue Water Convention Center 500 Thomas Edison Parkwa Edison 500 Thomas Center Convention Water Blue Center Convention St. Clair Soldier Field Soldier Field, McFetrid Field, Soldier Field Soldier Tulsa Com Richmond Coliseum Richmond Coliseum 601 E. Lei 601 E. Coliseum Richmond Coliseum Richmond Ontario Convention Center Ontario Convention Center 2000 Convention Center Wa Center 2000 Convention Center Convention Ontario Center Convention Ontario Pontchartrain Convention & Civic Ctr. Pontchartrain Center 4545 Williams Blvd. Kenner, LA 70065 Michael Qui Michael 70065 LA Kenner, Blvd. 4545 Williams Center Pontchartrain Ctr. & Civic Convention Pontchartrain abcnCne abcnCne Para Plowri Hall, Bath's Barbican Center Hall Baths Barbican Center Wilmin Penns Saen Par Richmond CenterStaRichmond Shreve Salt Lake Count Van Andel Arena & DeVos Place Van Andel Arena & DeVos Place & Performance hall 130 Fulton West Grand Ra Grand West 130 Fulton hall & Performance Place & DeVos Arena Andel Van Place & DeVos Arena Andel Van Osceola Herita Osceola TD Convention Center TD Convention Center One Ex One Center Convention TD Center Convention TD Wa Sioux Falls Com Falls Sioux Shreve Peoria Civic Ctr. Peoria Civic Ctr, Peoria Convention Ctr, Peoria Theatre 201 SW Jefferson Ave. Peoria, IL 61602 Bob Mannin Bob 61602 J 02903 IL Peoria, RI Providence, Ave. Jefferson 201 SW Street 1 Sabin Co Rico Puerto Theatre Peoria Ctr, Convention Peoria Ctr, Civic Peoria Center Donuts Dunkin' Center, Conv Island Rhode Center Donuts & Dunkin Ctr. Conv. Island Rhode Ctr. Convention Rico Puerto Ctr. Civic Peoria usnCneto etrTco ovninCne n rn,LoRc hae,Tco ui al20SCuc v usn Z871G 85701 AZ Tucson, Ave 260 S Church Hall Music Tucson Theater, Rich Leo Arena, and Center Convention Tucson Center Convention Tucson Palm S Worcester Ice SkatinWorcester Sands Event Center Sands Event Center 77 Sands Blvd Bethlehem, PA 18015 Jeff Trainer Jeff 18015 PA Bethlehem, Blvd 77 Sands Ho Bob Rink, Ice Stockton Oak Park Arena, Ex South Towne Center, Convention Salt Palace Center Event Sands Stockton Facilities Ononda Center Event Sands Ctr. Salt Palace St State 800 South Theatre Hinds Crouse Theatre, Carrier Arena, Memorial War Ctr, Conv Pirro ONCenter Rockford Com eesnEet etrPtre vnsCne 79TraeSre Pittsbur Street 3719 Terrace Center Events Petersen Center Events Petersen Koni p enotes venues use y q g emTeteOr heum Theatre sse g ner Noel Performin eVv Par ue Viva g g Plee rn Koni Arena Pilsener rTetr(escl)Saen Saen er Theater (Pensacola) er Theatre (Mobile) y p p p g vnaCneto etrPenns lvania Convention Center y y rin r ovninCr Shreve ort Munici ort Convention Ctr. o ovninCr Wilmin ton Ctr. Convention Od Arena os Whitle house p g e O etr us ovninCne 0 evrAeTla K713Mk ir982757 mkier@cit 918-237-5079 Kier Mike 74103 OK Tulsa, Ave 200 S Denver Center Convention Tulsa Center, BOK lex s Convention Ctr. Palm S Palm Ctr. Convention s y p Center Pensacola Ba Pensacola Center g y p e ooaoTetr M arsEetCne,DvsPr 0 l tRcfr,I 10 Crai 61101 IL Rockford, St 300 Elm Park Davis Center, Event Harris BMO Theater, Coronado lex e Park Silver S Silver Park e E lex Sioux Falls Arena, Denn Arena, Sioux Falls lex q p d etinPr Salt Lake Count uestrian Park lAdtru Shreve al Auditorium to qua to g g eCar Rink NO SEATING 455 Main Street Worcester, MA 01608 Christine M. Murra Christine 01608 MA Worcester, Street 455 Main SEATING NO Rink g At etrWa Center Arts lif y un d er con y umnSaimBnWie rv e ren,L 01 neBns548283 a 504-862-8335 Banos Anne 70118 LA Orleans, New Drive Weiner Ben Stadium Yulman ) di t i ons set set ons i n p y p q g heum Theatre 200 N Broadwa 200 N Theatre heum sse g ner Noel Performin enter Theatre, Gottwald Pla Gottwald Theatre, enter ue Viva g g Plee rn rnsre1Oberhausen, German Arenastrae 1 Arena Pilsener rTetr(oie ot oci tetMbl,A 60 Colb 36602 AL Mobile, Street Joachim 6 South er Theater (Pensacola), Hunter Am (Mobile) Theater er y p y p p p g vnaCneto etr10 rhS.Philadel St. 1101 Arch Center Convention lvania y Ba rin r ovninCne 0 ad tShreve St 400 Caddo ort Munici Center Convention ort o ovninCne 0Cneto etrDieWilmin 10 Convention Center Drive ton Convention Center Qua 2 Queens Arena urs Arena, KVLS Pavilion, OHP Exhibition Buildin OHP Pavilion, KVLS Arena, urs g y s Conv. Ctr. 277 N. Avenida Caballeros Palm S Palm Caballeros Avenida 277 N. Ctr. Conv. s Pla y Center 201 E. Gre 201 E. Center nvention Ctr. 100 Convention Boulevard San Juan, Puerto Rico 00907 Ivonne Vilanova Morales Vilanova Ivonne 00907 Rico Puerto Juan, San Boulevard 100 Convention Ctr. nvention y y E house Marina Avenue North T North Avenue Marina house g q p tTetrDnatrRa Scunthor Road Doncaster ht Theater etinPr 10Ws 10 ot ot odn T805Ei ivc [email protected] 385-468-7050 Litvack Erin 84095 UT Jordan, South 11400 South 2100 West Park uestrian al Auditorium 705 Elvis Presle 705 Elvis al Auditorium g y e Com g p Sanford Ctr., Or At etr11 M18 dsa X777Tai odad425224 Woodward 432-552-2547 Woodward Travis 79707 TX Odessa, FM 1788 1310 N Center Arts etr1255 Hem o Center p lex, DK Stadium 1410 S. Museum Cam 1410 S. Museum Stadium DK lex, y house, Rh house, g At etr70Pn tetReadin Street 700 Penn Center Arts p p emTetr iu al ov t.10 etAeSoxFls D514Trac 57104 SD Sioux Falls, Ave West 1101 N Ctr. Conv. Falls Sioux Theater, heum ihae 1 aao lPnaoa L352Dc akr r 5-3-83rbarker@cit 850-435-1823 Jr. Barker, Dick 32502 FL Pensacola, Pl 118 S Palafox hitheater p e Theatre, Banner Island Ball y h al60EGaeS 40Rcmn,V 31 ..Hl 804-337-6138 Hill C.T. 23219 VA Richmond, St #400 Grace 600 E Hall thm p o Center 100 S. West Tem 100 S. West o Center g p r 4 .FeotS.Soko,C 50 Laurie 95203 CA Stockton, St. Fremont 248 W. ark 1875 Silver S 1875 Silver ldoia1/ rca,Pln 002Wo 50-072 Poland Wroclaw, 10/1 Wlodkowica g on Street York, UK Y10 4NT Ian Flo Ian 4NT Y10 UK York, Street on p osition Drive Greenville, SC 29607 Ron Satcher Ron 29607 SC Greenville, Drive osition g y p g tetRcmn,V 31 r omnMriil 0-4-18Norman.Merrifield@Richmond 804-646-1128 Merrifield Norman Dr. 23219 VA Richmond, Street h ecsl,U E N / / / 11,000 n/a n/a n/a 7NA NE4 UK Newcastle, or stead Turn p y rLn isme,F 44 o ihr477228 [email protected] 407-742-2385 Fisher Don 34744 FL Kissimmee, Lane ur y Sre escl,F 20 Am 32501 FL Pensacola, Street y y S 12Wcia S622Gar 67202 KS Wichita, St #102 AeShreve Ave p le Salt Lake Cit Salt Lake le p p sDieChica Drive us k nodl,N 15 ihe .Pce 1-1-89michael. 516-414-5809 Picker J. Michael 11553 NY Uniondale, ike y y La Guácima, Ala Guácima, La otHrn I400Bl afmn809960 bkauffman@stclaircount 810-989-6900 Kauffman Bill 48060 MI Huron, Port 8,500 Al Bolin 028 9045 1055 91764 Harkness Nicholas 9QQ BT3 CA Ontario, Ireland N. Belfast, g y ,I 00 Timoth 60605 IL o, p Y127Jh vr 1-4-00John.Evers@alban 518-447-7040 Evers John 12207 NY , p p g g p y g rin g p A161McalP hemnehlermanm@ Ehlerman P. Michael 19601 PA , ort, LA 71101 Dale Sible Dale Sible Dale 71101 71101 LA ort, LA ort, o,N 80 Ro 28401 NC ton, edl,U E61ZPu asn04 0011- 0345 2000 101 Hanson Paul 1LZ NE26 UK nesdale, ls N545TdMnae623531 am 612-335-3314 Mondale Ted 55415 MN olis, p ,P 56 l hrk426457 es@ 412-624-5474 Shorak Eli 15261 PA h, ,N 30 ila ihr354522 billfisher@on 315-435-2222 Fisher William 13202 NY a, p i,P 90 onMNco 1-1-75Jmcnichol@ 215-418-4795 McNichol John 19107 PA hia, ,U N57GSmnDie 12 926- 01724 296296 Driver Simon 7RG DN15 UK e, d,M 90 tv ecc 1-4-5512,864 616-742-6595 Heacock Steve 49503 MI ids, g s, CA 92262 David Read David 92262 CA s, y T811Ei ivc [email protected] 385-468-7050 Litvack Erin 84101 UT , j uela, Costa Rica Gloriana Bernudez Gloriana Rica Costa uela, y 46047 Frank 46047 Frank Post msMCril401-351-4295 McCarvill ames re g y j y g rJhsn903157 ro 910-341-5870 Johnson er g hehAasi7 7 77 - 71 777 77 Adamski chiech y y Lovo Allerheili Jcsn508781 9,000 520-837-8011 Jackson Toa 1-8-00c 815-987-4050 Thomas Tra 0-6-8019,000 605-367-8800 Turbak Coo M ots299781 Laurie.Montes@stockton 209.937.8212 M. Montes y y g 10 550ian.flo 01904 551550 d M. Kin y y y p g r212872 - 251-208-7821 er y es-Pra g g le g y en g g y l21392-0 12,655 221 349 21-901 al 8-2-39- 787-722-3309 0-9-66execdir@w 508-799-1656 - Timoth dale.sible dale.sible 312-742-5366 9,500 318-673-5084 318-673-5084 robert.d.mannin 504-468-4090 309-671-4653 david.read 850-595-4956 abolin 760-322-8350 909-395-2010 71 ma -7511 j q j g g j j [email protected] - [email protected] kiefer@vanderbur mmcrilrcat.o 14,500 [email protected] p p siciliano@wildwoodsn - [email protected] ar [email protected] - [email protected] g @eoamcm10,000 [email protected] ao@uaeeu- [email protected] y y y er. . [email protected]. @wichitaor p q t.d 12,500 itt.edu j anac@sacm- [email protected] g y ohnson@wilmin y d@ - @ci.ontario.ca.us .kin p y y icker@new y y @shreve @shreve y _ p g oftulsa.or @ g ork. y p T@ut ta.o 11,000 atsas.com lfoundation.or @chica of cneto.o - aconvention.com g y p vnt7,000 ov.net aan.o 9,355 uasainc.com p alms g p g g naoacm- ensacola.com g g ov.uk heum.com - @mor p y g g g .d - b.edu count p p p h v14,404 ov v6,500 ov g ortla. ortla. y g rin g o rilnescm18,100 orkislanders.com ov.or p g j g g rdsrc.o - arkdistrict.com cm- .com tonnc. y s-ca. anstanle y g .or g g cm17,500 .com vcm10,000 ov.com g v- - ov ov g g g g v- ov g v- ov vcm12,800 ov.com y cm12,000 .com rn tdu har CC Exh. Space Theatre Stadium Arena ------43,000 ------
- - - 61,500 ------30,000 ------72,000 - 5,300 ------21,000 19,200 11,500 ------630 2,446 2,200 - 2,800 - 1,819 - - 2,800 2,000 - - - - - 1,819 680 - 2,250 2,742 5,500 - - - 16,000 2,310 - - - 6,800 - 1,280 2,042 - 3,007 ------2,570 - 2,127 Type/Capacities (combined) Type/Capacities - 368,000 - 202,000 - - 145,000 - - 679,000 ------90,000 - - 71,000 - - 99,000 - 60,000 - 86,700 110,000 - 112,000 100,000 ------100,000 152,700 47,000 - 102,000 49,000 45,000 20,000 - 758,000 38,000 - 64,000
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Count p )Full Mana .) g At etr n.Full Mana Center, Arts Inc. y g Authorit y Full Mana evcs21 0321 012010 2011 2012 2013 2014 Services Full Mana Full Mana Full Mana Full Mana Full Mana Full Mana Full Mana Full Mana Full Mana Full Mana Full Mana Full Mana Full Mana Full Mana Full Mana Full Mana Full Mana Full Mana Full Mana Full Mana Full Mana Full Mana Full Mana Full Mana Full Mana Full Mana Full Mana Full Mana Full Mana Full Mana Full Mana Full Mana Full Mana Full Mana Full Mana Full Mana Full Mana Full Mana Full Mana Full Mana Full Mana Full Mana Full Mana Full Mana Full Mana Full Mana Full Mana Full Mana Full Mana Full Mana Full Mana Full Management, Food & Be Food Management, Full Full Mana Full Mana g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g ement, Food & Bevera mn .476 .161 6.26 32.82 6.18 38.43 41.66 8.01 0.17 39.28 7.63 0.17 7.70 53.39 1.24 44.00 8.34 0.19 51.43 7.30 5.80 60.81 0.23 4.07 63.39 0.30 2.31 7.40 ement 66.51 3.41 ement ement 2.37 ement 6.02 3.71 ement, Food & Bevera ement, Food & Bevera 2.66 ement, Food & Bevera 4.38 3.62 ement, Food & Bevera ement 2.32 ement, Food & Bevera 5.51 5.11 ement ement, Food & Bevera 2.01 3.12 ement, Food & Bevera 4.19 5.69 ement, Food & Bevera 2.69 ement, Food & Bevera ement, Food & Bevera 2.12 4.05 ement, Food & Bevera 5.78 3.04 ement, Food & Bevera ement, Food & Bevera 2.42 14.15 4.46 ement, Food & Bevera 4.87 5.57 ement ement, Food & Bevera 14.64 2.28 ement 5.03 4.74 5.37 ement ement, Food & Bevera 14.73 2.20 ement, Food & Bevera 4.74 4.63 4.70 ement ement 16.55 4.45 17.85 5.19 15.70 12.90 ement, Food & Bevera 17.84 4.65 ement, Food & Bevera ement, Food & Bevera 14.23 ement, Food & Bevera 19.51 ement 5.70 ement 11.99 ement, Food & Bevera 22.14 ement, Food & Bevera 6.24 ement 10.59 ement 24.37 ement, Food & Bevera ement 6.66 12.00 ement, Food & Bevera ement, Food & Bevera ement, Food & Bevera 14.12 7.88 ement, Food & Bevera ement, Food & Bevera ement, Food & Bevera ement, Food & Bevera 2.58 ement ement, Food & Bevera ement 20.26 ement, Food & Bevera 2.04 ement 20.71 1.69 ement 2.00 ement, Food & Bevera 0.70 21.53 ement, Food & Bevera ement, Food & Bevera 1.76 1.90 ement, Food & Bevera 15.72 ement, Food & Bevera ement, Food & Bevera 1.99 1.85 ement, Food & Bevera 8.05 ement 0.78 ement, Food & Bevera 1.91 ement, Food & Bevera ement, Food & Bevera ement 1.94 ement, Food & Bevera ement, Food & Bevera ement, Food & Bevera ement, Food & Bevera ement ement ement ement, Food & Bevera ement, Food & Bevera ement ement eae2.01.01.91.418.86 18.44 18.49 19.00 21.30 verage g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g g 35 34 47 52 11.35 15.23 14.79 13.48 13.56 e 90 21 91 00 51.40 6.93 9.02 50.00 7.09 6.39 49.10 0.47 5.85 6.58 6.66 52.10 0.83 2.04 5.68 5.93 7.43 3.30 69.00 16.57 1.17 2.03 2.20 5.71 5.90 3.76 6.89 3.41 17.85 4.52 e 1.71 2.53 5.80 88.39 e 2.95 e 17.82 4.67 2.00 e 4.24 3.57 109.64 3.00 6.90 3.71 e 18.16 3.48 83.14 2.18 4.46 2.01 3.10 e 4.32 16.00 e 5.00 e1.50 1.75 4.81 3.05 2.15 e 6.26 2.71 e 3.76 e 1.89 4.08 e 3.23 1.94 e 2.75 e 4.00 2.13 3.38 2.05 6.08 e 5.31 4.79 3.00 4.07 e 7.70 5.29 e 4.34 5.84 3.20 2.31 5.56 6.07 5.17 0.81 4.73 4.10 5.29 6.75 2.44 5.36 5.57 1.97 e 0.48 1.95 e 4.24 5.63 e 7.759.128.657.9611.37 6.80 2.59 4.95 5.90 e 1.90 0.52 2.68 4.29 5.16 11.02 7.05 6.35 2.76 4.78 e 2.29 0.47 e 2.73 11.35 4.70 6.05 5.74 6.27 2.85 1.80 0.50 0.66 e 13.81 2.76 18.12 4.67 3.46 7.97 9.43 e 1.70 0.77 e 0.90 11.47 21.83 2.82 1.05 e 3.16 7.11 1.56 e 11.50 e 0.78 21.23 0.88 e 1.17 9.98 3.06 7.34 6.98 e 2.69 24.95 0.83 0.76 e 1.31 8.42 3.23 3.98 7.26 2.21 1.72 2.82 23.70 e 0.80 1.10 1.20 8.93 2.05 4.50 3.45 7.31 2.24 2.91 2.46 0.90 e 1.30 8.61 e 4.63 4.21 7.11 2.68 e 3.40 3.17 e 12.81 10.70 e 5.72 4.99 7.43 e 2.07 e 11.04 3.63 5.26 2.95 e 1.85 12.24 e 3.15 e3.26 6.40 11.45 e 2.57 e e 9.52 e 4.10 e e financials included within Old National Events Plaza Events National Old within included financials assumed management September assumed management January 2015 venue opened in September 2014 September in opened venue Gross Revenues (in Millions) (in Revenues Gross assumed management November assumed management in October facilities open in 2015 in open facilities assumed management in Jan venue opens in 2015 assumed management in assumed management in opens in 2017 in opens assumed management Sept assumed management Aug assumed management in assumed mgmt October 2012 assumed mgmt January 2012 assumed mgmt in Jan assumed mgmt May 2011 2014 2014 2013 2014 2012 2013 2013 2012 2012 2011
7 Saen Shreve Sioux Falls Com Falls Sioux Wilmin Center Convention Wildwoods Exhibit C, Section 2 C, Section Exhibit Tulsa Com Center Union Times *D Baths Hall Nassau Coliseum Arena MetroRadio Manchester Arena Arena Leeds Ice SkatinWorcester Wa Arena Wireless Verizon Place Andel Arena & DeVos Van Stadium Bank U.S. Center Convention Tucson Salt Lake Count Saen Ba Pensacola Par Herita Osceola Od SMG Contract The Pla Center Convention TD Stockton Facilities Center Convention Clair St. Santander Arena & PAC Field Soldier Rockford Com Coliseum Richmond Penns Shreve ShoWare Center Center Mart Save Sands Event Center Ctr. Salt Palace Koni Barbican Center Richmond CenterStaRichmond Conv. Ctr. Island CenterRhode Donuts & Dunkin Ctr. Convention Rico Puerto Pontchartrain Convention & Civic Ctr. Bowl Arena / Bank Pinewood *Pinnacle Center Events Petersen Ctr. Civic Peoria Palm S Or Center Convention Ontario ONCenter Plaza Events National Old Yulman Stadium (Tulane Universit Stadium (Tulane Yulman Stadium Wroclaw kh p enotes venues use y q g heum Theatre sse g ner Noel Performin ue Viva g g Pilsener Arena Pilsener er Theater (Pensacola) er Theatre (Mobile) y p p p g lvania Convention Center y y rin ort Munici Ctr. Convention ort ton Convention Ctr. Arena Arena house p g lex s Convention Ctr. Convention s y p Center g y p lex e Park E lex q p d uestrian Park al Auditorium to qua to g g e Rink g Arts Center Arts lif y un d er con y ) di t i ons set set ons i n SMG Length of Service (years) Service 55Od 15.5 54Cit 15.4 Convention Island Rhode Ctr. Authorit 23.1 Universit Authorit Center Civic Peoria 12.9 24.9 Cit 23.3 27.3 The Count The Cit 27.3 13.5 Cit Cit 20.6 State California Universit 11.6 12.5 Cit 24.8 Cit 29.6 Cit 26.8 Count Osceola Ontario Redevelo 12.6 16.0 20.9 Grand Ra Grand 20.9 Full Mana Count Berks Chica 15.2 21.1 Count Salt Lake 24.9 Control Med. Environ. Fac. Fin. Educ. Auth. Ind. Tourist R. P. 11.1 Count Escambia 15.7 Vanderbur 16.5 58Count N/A 35.8 16.1 19.6 MIF Unit Trust Unit MIF Mitte Neue Oberhausen Pro 19.6 21.0 13.6 Greater Wildwoods Tourism and Develo Tourism Wildwoods Greater 13.6 5.8 The Council of the The Borou 5.8 Michi St. Clair, 1.4 Cit Cit 6.0 7.2 Salt Lake Count 1.5 & Entertainment Arena Venue Authorit Rockford Inc. RPAC, 4.9 5.8 Or Count 1.9 3.0 . Minnesota S 0.9 0.8 Penns 1.6 . Cit Fund Educational Tulane Communit Wroclaw 4.2 3.3 Cit 5.5 Universit The 6.9 3.8 Cit 9.4 Cit 4.4 Grou Entertainment Vision 3.4 Cit 1.9 SA Entertainment GNBliss 0.8 3.7 North Lincolnshire Council North Lincolnshire 3.7 Cit Leeds 2.3 0.7 Worcester Public Librar Public Worcester 0.7 Cit 2.0 Facility Owner p y y y y y y y y y y y y y y y y y of York of Wilmin of Manchester of Tulsa South Carolina of Greenville, of Stockton, CA of Sioux Falls of Shreve of Shreve of Kent of Pensacola Alabama of Mobile, of Richmond of Kenner of Lincoln, Nebraska S of Palm heum Performin sse g y y y o Park District of Nassau of Ononda lvania Convention Center Authorit lvania Convention Center y Trust Co. Limited Co. Trust y y p of Pittsbur of Council y ids-Kent Countids-Kent g of Alban h Count y p Convention Center Authorit Center Convention y p orts Facilities Authorit Facilities orts p p g g o ea ftePrinBsnFull Mana Basin Permian of the of Texas y rin ort ort ton, NC ton, y y an y
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8 LEVEL 1.4.C. COMMUNITY CONTACTS
At the Koka Booth Amphitheatre SMG set up an Amphitheatre Advisory Committee back in the first years of the contract to establish open communication with the people we knew would be the most impacted (sound and traffic) by our events. The committee has a representative from each of the 4 neighborhoods near the venue (they are in walking distance) along with a representative from the office building complex that shares our parking lots. Other community people on this committee have included the chair of the Town of Cary’s Cultural Arts Committee, a CVB rep, a chamber rep, a NC Symphony Rep (resident tenant of the venue) and then we solicit applications from the community at large each year for approximately 3 positions.
We meet 4x a year but in the early years of the venue we met once a month. Our GM sends them a weekly e-mail with the events happening in the coming week to include estimated attendance, sound check times, set-times, curfew, etc. We also have a neighborhood hotline active for all events that they can call with any praises or concerns.
We have a neighborhood card program as well that entitles them to complimentary tickets for select events. When they visit our website they’ll see a house icon that lets them know they are eligible for 2 free lawn tickets for that event. We offer this perk to the residential neighbors only. For the business tenants we’ll offer up Buy One get One free offers throughout the season.
We believe that the more you share with the community the better your operation. In the early days we’d get 5-10 complaints per show about various things and now we get less than 5 a season.
Below is a listing of community organization contacts that represent the four neighborhoods surrounding Koka Booth Amphitheatre as well as the other members of the Amphitheatre Advisory Committee.
Name Phone/E-mail Representative Organization Robin Avery 919-656-5823/[email protected] Falconers Ridge at Regency Sandy Bearrows 919-602-2913/[email protected] Regency Park Estates Jim Bustrack 919-612-2895/[email protected] Cultural Arts Committee Cathy Cosens 919-384-8447/[email protected] At-Large Member Roy Gemberling 404-229-9564/[email protected] Lions Gate Zach Guan 919-460-9899/[email protected] Teen Council Sarah Leehr 336-575-3242/[email protected] Chair Barbara Shepard 919-201-9241/[email protected] At-Large Member Kathleen Wampola 919-650-3725/[email protected] The Bluffs
9 Executive Summary EXECUTIVE SUMMARY
EXECUTIVE SUMMARY
BRINGING YOUR WHAT WE WILL DO VISION TO LIFE FOR YOU
OVERSIGHT OF A LEGEND HOW ALL OUR ACTIVITIES WILL “BECOME” THE LEGEND. The City of Los Angeles Department of Recreation and Parks has As the Recreation and Parks Department and all Angelenos do, the weighty responsibility of mindfully managing a cherished icon, SMG has a reverence for historic properties like the Greek. To maximizing revenue opportunities, minimizing neighborhood ensure its ongoing health we will: disruptions, and meaningfully programming this esteemed venue to • Enlarge the programming spectrum ensure that all Angelenos feel it speaks to their tastes. • Explore creative concepts, increasing guest spending The nature of these responsibilities are reminiscent of what was • Enhance the physical surroundings by ensuring a safe perhaps the most famous advertising campaign of the 20th century: environment for patrons and reduced impact on the “What becomes a legend most.” In consideration of these neighborhood responsibilities SMG has developed our response to speak to each • Elevate the level of service and hospitality • Engage the local community of the issues. We view it as our role to provide a solution to these • (QVXUHWKDWDOOHOHPHQWVRIWKH*UHHNDUHRSHUDWLQJDWÀUVW issues. All activities will be approached with a mindset to ensure that class levels everything we do “becomes” this legendary venue. Elevating the guest experience, enhancing the physical surroundings, enlarging the TO SUPPORT THE TRANSITION TO programming spectrum through the open venue model, engaging THE OPEN VENUE MODEL, SMG WILL the neighborhood, and ensuring that all elements of the Greek are PROVIDE THE DEPARTMENT WITH performing at first-class levels is the mission SMG has accepted and will A $600,000 WORKING CAPITAL deliver on. ADVANCE.
10 EXECUTIVE SUMMARY
largest sponsorship deals in the country – including two ROADMAP TO in the Los Angeles Area: The Dolby Theater and the TCL Chinese Theater. PROFITS - THE OPEN • Premier will lead the sponsorship sales effort, utilizing their VENUE MODEL extensive reservoir of prestigious brands and contacts in the /RV$QJHOHVDUHDDVZHOODVQDWLRQZLGH • Premier plans to utilize its patented Revenue Maximizer DEVELOPING MARKETING PLANS TO tool to analyze and recommend appropriate sponsorship ENHANCE REVENUES, MAXIMIZE BOOKING levels, while developing a turnkey sales plan subject to the AND PROGRAMMING established policies and guidelines of the Department. A world-class facility requires as much calendar flexibility as possible • :HZLOOGHYHORSDÀUVWFODVV3UHPLXP6HDWLQJ3URJUDP and a marketing plan to reach diverse audiences, to retain – and grow generating substantial increases in revenue for the – existing customers and provide marketing support to all promoters 'HSDUWPHQWZLWKDGHGLFDWHGRQVLWHWHDPRILQGXVWU\ and users of the facility to drive attendance. professionals that know how to drive the bottom line while ensuring the most wonderful VIP experiences for our Through our marketing plan for the Greek, we would look to promote program patrons. the unique programming and one-of-a-kind venue experience to attract new customers and reminding those who’ve been to the Greek of their unforgettable experience. ACTIVATING YOUR • We propose to elevate the experience and revenues in all areas. VISION • We plan to hire a nationally recognized commercial rights sales agency, Premier Partnership, based in Los Angeles PEOPLE WITH THE EXPERIENCE TO DELIVER • :HXQGHUVWDQGWKH¶RSHQYHQXH·PRGHODQGWKH'HSDUWPHQW·V As you seek new oversight for the Greek, we know that transition is desire to generate increased revenues, while maintaining the on your mind. You should know that SMG’s transition team has been *UHHN·VSRVLWLRQDVD¶QHXWUDOKRVW·IDFLOLW\:HDUHFRQÀGHQW identified and is ready to go. Our seasoned professionals are prepared in our ability to perform as a valued partner because the to start. There is no risk to change with SMG, plus we understand operating model and ownership structure at the Greek municipal clients. Theatre is identical to many of our managed venues. • 92% of our business is done with municipal clients. • SMG serves as stewards of the public sector. • $VDQ60*IDFLOLW\WKH*UHHNZLOOKDYHDFFHVVWRDOORI60*·V CREATING propriety management tools that have been developed over SPONSORSHIP SALES our 40+ year history and the experience gained though our vast and diverse facility portfolio. All of these tools are & PREMIUM SEATING LQFOXVLYHRI60*·VPDQDJHPHQWVHUYLFHVDQGDUHQRWRIIHUHG PROGRAM as additional costs. “OUR TEAM KNOWS THE SOUTHERN DRIVING REVENUE CALIFORNIA MARKET WE HAVE 15 FACILITIES • We have partnered with Premier Partnerships, a nationally IN CALIFORNIA ALONE.” recognized commercial rights sales agency that specializes in selling sponsorships for entertainment venues in order maximize sponsorship sales revenues. • Unlike our competitors who are burdened by using a FRUSRUDWHDIÀOLDWHXQIDPLOLDUZLWKWKHORFDOPDUNHW ZKLFKKDV been the case at the Greek), we retain local industry experts with a national footprint who have big brand experience, but also a deep understanding in valuing advertising rights in the local market. It's essential for success. • Headquartered in Santa Monica, Premier knows the Los Angeles market well. They are responsible for some of the
11 EXECUTIVE SUMMARY
We pride ourselves on becoming integrated into the local INDUSTRY-LEADING communities we serve. To ensure our commitment, our operating OPERATING, plan includes a requirement from our sponsorship partners to make a charitable donation, in the Greek Theatre’s name, to local non-profits HOSPITALITY AND and foundations, including the LA Parks Foundation. ENVIRONMENTAL PRACTICES SMG’S INVESTMENT MAKING THE NECESSARY INVESTMENTS WORKING SMARTER TO DELIVER EVEN TO ATTRACT NEW BUSINESS AND SECURE BETTER REPEAT BUSINESS
SMG has intimate knowledge of the California market. The existing SMG has provided a very competitive financial proposal, which presence of 15 SMG-managed California venues will provide the Greek includes a significant working capital advance to support the with a local and regional support network. These venues are overseen transition to the open venue model and an Operator Performance by seasoned facility managers that have a strong understanding of the Guarantee that will include financial penalties to the operator if certain unique operating conditions and legal requirements associated with benchmarks are not achieved. The highlights of the financial proposal conducting business in California. This ensures that SMG understands are outlined below:
and reflects the California sensibility respecting the environment in • Competitive Fixed Cost Quote to Department includes our operating oversight and welcoming our guests with Southern a competitive Base Management Fee with fully detailed California hospitality. operating expenses derived from an effective and cost HIÀFLHQWRSHUDWLQJPRGHOGHVLJQHGVSHFLÀFDOO\IRUWKH*UHHN TRAINING HOSPITALITY VALUES, Theatre. SUPPORTING A SAFE ENVIRONMENT • ZRUNLQJFDSLWDODGYDQFHGHOLYHUHGXSIURQWWR 'HSDUWPHQWWRDVVLVWZLWKSRWHQWLDO'HSDUWPHQWFDVKÁRZ A great night out occurs when excellent entertainment is offered needs throughout the management term, which converts in a safe environment with enlightened hospitality. SMG provides to an unconditional grant retained by the Department in full proprietary customer service training to each of our employees. We VKRXOGWKHFRQWUDFWEHH[WHQGHGEH\RQGWKUHH \HDUV customize this program for each location to meet specific needs. • Annual Operator Performance Guarantee backed by a SHUIRUPDQFHSHQDOW\RIXSWR HTXDOWRDQQXDO Because we offer entertainment at 240 public assembly facilities FRQWUDFWRUSURÀW IRUHDFK\HDURIWKH$JUHHPHQWLQWKH world wide, and have hosted every major event imaginable, from event SMG fails to achieve certain mutually agreed upon Super Bowls to Olympics to Papal visits, we know a thing or two about performance benchmarks. security. The Greek’s guests will enjoy a great experience. And to make sure we are always delivering, our employees also benefit from continual analytics which measure customer satisfaction through OUR PARTNERSHIP various surveys. We use those results to improve our training and WE WILL DELIVER EXCEPTIONAL OVERSIGHT operations throughout the year, ensuring we continue to deliver more OF AN OPEN-VENUE MODEL, DISTINGUISHED than our visitors expect. HOSPITALITY, INCREASES IN REVENUES AND CALIFORNIA SENSIBILITIES
You have made the necessary decisions to establish the Greek as a ENGAGING YOUR world-class destination. Now, you must identify a partner who can help you deliver a world-class open venue while maximizing revenues COMMUNITY and addressing all community needs and providing first-class diverse entertainment for Angelenos. DEMONSTRATING OUR ROLE AS A COMMUNITY LEADER THROUGH OUR In short, you must identify a partner who will bring your vision to life. ACTIONS Thank you for the opportunity to present our credentials to your team. We have already engaged with many of the neighboring communities We hope to continue this conversation by working with you for many and will regularly dialogue with them to ensure that the Greek years to come. remains a revered aspect of their community.
12 Section A: OPERATIONAL OVERSIGHT & MANAGEMENT PLAN SECTION A | OPERATIONAL OVERSIGHT & MANAGEMENT PLAN
COMPANY PROFILE
For nearly 40 years, SMG has built a reputation for operational excellence at SMG is a General Partnership formed in publicly owned facilities across the country. We are known for finding efficiencies at the State of Pennsylvania every turn and developing creative strategies for maximizing revenues. SMG is located at: 300 Conshohocken State Rd. No other facility management company can match the depth and range of our Suite 450, FDSDELOLWLHV2XUSURSULHWDU\SURJUDPVZHOOHVWDEOLVKHGPDQDJHPHQWV\VWHPVDQG West Conshohocken, PA 19428 KLJKO\WUDLQHGWHDPVHQVXUHWKDWDOO60*PDQDJHGIDFLOLWLHVDUHSURIHVVLRQDOO\DQG efficiently operated. SMG provides a full range of facility management, operations, Primary Contact: Doug Thornton PDUNHWLQJDQGHYHQWERRNLQJVHUYLFHVDVZHOODVSUHGHYHORSPHQWSUHRSHQLQJ 504.587.3827 and operations consulting.
In both new and existing facilities, we understand how to balance SMG AT A GLANCE public and private needs to drive profitability for our governing + Industry leader in facility operations and management bodies. We do not take the trust of our clients lightly. Every services since 1977, longer than any other company decision is made with the understanding that our work is a + reflection on you, our client. Global reach with more than 240 managed facilities ZRUOGZLGH Our business strategy is simple: to go above and beyond to + 13 stadiums, 70 arenas, 7 outdoor amphitheaters achieve the best results for our clients. We leverage our vast RSHUDWHGDVRSHQYHQXHV WKHDWHUVDQG talent network and creative skills to maximize programming and performing arts centers, 71 conference and convention financial performance. Each year, we attract more than 28,000 live FHQWHUVVSHFLILFXVHIDFLOLWLHV events to our managed facilities, generating thousands of local + Deep experience in managing iconic and historic jobs and billions of dollars in economic impact. Our reputation for facilities. getting results is why we manage more facilities than any other + Manage facilities throughout California management company and have been selected to open and/or UHRSHQPRUHWKDQQHZRUUHQRYDWHGIDFLOLWLHVLQWKHSDVW + Host 28,000 events and 58 million guests annually years alone. + Oversee more than 1.5 million entertainment seats + $1.5 billion in annual ticket sales At SMG we also know that our workforce is the greatest + Deliver a diverse range of events for all members of the resource for our clients. Through significant labor agreements community and to maximize revenue and a commitment to diversity, we have created an environment that breeds employee excellence. + Municipal clients make up 92% of domestic client base + Proprietary management, operations and training We also understand that although you are our primary client, systems we must serve several additional stakeholders who are + 45,000 employees in 7 different countries impacted by the facilities we manage and operate. These + 50 venues have collective bargaining agreements; 32% stakeholders include the event producers and promoters that of employees represented by organized labor unions bring content to our venues, the artists and performers that grace our stages, our patrons, the surrounding neighborhoods + Headquartered in West Conshohocken, PA with regional and the greater community, and our employees. offices throughout the U.S. and abroad.
13 7 45,000 240 COUNTRIES EMPLOYEES FACILITIES UNDER OUR MANAGEMENT WORLDWIDE
38 YEARS OF EXPERIENCE MANAGING PUBLIC FACILITIES
"NOT ONLY DOES SMG HANDLE THE BIG EVENTS WELL, THEY HAVE DONE AN INCREDIBLE JOB OF PRODUCING A DIVERSE ARRAY OF PROFITABLE EVENT PROGRAMMING IN OUR FACILITIES DURING THE NON-SPORTS TEAM USE PERIODS. ALSO, THEY HAVE DEMONSTRATED AN EXCELLENT TRACK RECORD OF SUPERVISING MORE THAN $400 MILLION IN CAPITAL IMPROVEMENTS OVER THE LAST EIGHT YEARS." –RON FORMAN, CHAIRMAN, LOUISIANA STADIUM & EXPOSITION DISTRICT
11.1 90% 92% AVERAGE TERM OF PERCENT OF DOMESTIC CLIENTS WHICH RETENTION RATE OF CONTRACTS IN YEARS ARE GOVERNMENT AGENCIES CONTRACTS
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SMG DIVISIONS
60*RSHUDWHVHLJKWVHSDUDWHOLQHVRIIDFLOLW\UHODWHGEXVLQHVVIURPLWVKHDGTXDUWHUVLQ:HVW&RQVKRKRFNHQ3$ZLWKHDFK division managed by experienced and tenured leadership.
The SMG story, built over decades, is one of professionalism, expertise, and unparalleled success. With its beginning in 1977 at the Louisiana Superdome, SMG has exhibited a management philosophy and style that has made us an industry leader. We now manage venues throughout the United States, Canada, Puerto Rico, England, Northern Ireland, Poland and Germany. We now feature many more divisions around the globe:
THEATERS AND AMPHITHEATERS RECREATIONAL & EQUESTRIAN CENTERS SMG manages and provides services to theaters and 60*PDQDJHVPDQ\W\SHVRIVSHFLDOXVHYHQXHVLQFOXGLQJ amphitheaters across the United States and around the HTXHVWULDQFHQWHUVDQGLFHULQNVDPRQJRWKHUV$V ZRUOG60*PDQDJHGWKHDWHUVDQGDPSKLWKHDWHUVKRVW HTXHVWULDQRUJDQL]DWLRQVSODQWKHLUQDWLRQDOFLUFXLW60*UXQ concerts, comedy tours, Broadway tours, family shows venues head to the top of their list because promoters know DQGWKHZRUOG·VILQHVWSHUIRUPLQJDUWVHYHQWV7KHVH that SMG will make sure that the right conditions exist at WKHDWHUVDFWLYHO\ZRUNWRDVVLVWDUWVRULHQWHGDQGQRQ every facility. profit community groups in presenting their events in these facilities. SMG EUROPE Operating from the Manchester Arena in the United STADIUMS Kingdom, SMG Europe works on more than a dozen projects 60*PDQDJHGVWDGLXPVKDYHSOD\HGKRVWWRVRPH throughout Europe. Our ownership and dedicated corporate RIWKHZRUOG·VSUHPLHUVSRUWVHYHQWVLQFOXGLQJWKH VXSSRUWSHUVRQQHOFRXSOHGZLWK60*·VLQGXVWU\H[SHULHQFH Super Bowl, World Cup Soccer, Winter Olympics, and provide the financial stability and leadership qualities to &RPPRQZHDOWK*DPHV7KHZRUOG·VPRVWUHFRJQL]HG support an international network of entertainment, sport and musicians, including U2 and the Rolling Stones, have also meeting facilities. performed in SMG stadiums. SMG LATIN AMERICA ARENAS SMG Latin America is our newest regional office, SMG manages arenas and civic centers across the United established in San Juan, Puerto Rico. Among other venues, States, Puerto Rico, Canada and Europe. With more we currently operate the Coliseo de Puerto Rico, the Puerto than 1.5 million managed seats, SMG hosts more NCAA Rico Convention Center, and the Antiguo Casino in San events than any other company in the country, and books Juan. We have worked in Costa Rica and are currently entertainment as varied as the biggest concert tours, the seeking opportunities in Panama, U.S. Virgin Islands, Brazil, Ringling Bros. and Barnum & Baily Circus and professional Peru and Columbia, among other countries. bull riders. PREMIER CONVENTION CENTERS For more than 30 years, Premier has provided excellence With our extensive network of convention, exhibition in the quality levels of its food and services. Our deep local and conference centers, SMG has the knowledge and history, coupled with our West Coast resources, provide experience to leverage companies seeking new venues and XVZLWKWKHFDSDELOLW\WRSURYLGHZRUOGFODVVKRVSLWDOLW\WKDW destinations to host their events. SMG turns conventions and FHOHEUDWHV6RXWKHUQ&DOLIRUQLD·VFXOLQDU\UHSXWDWLRQ:H trade shows into business tourism dollars by partnering with understand the wealth of resources in the local community local convention and visitors bureaus Each year millions of because, like the produce we serve, we are homegrown. people attend thousands of events at our facilities.
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LEADERSHIP
SMG differentiates itself from other facility management companies by offering access not only to a local team on the ground, but to a seasoned executive team of industry leaders with an average tenure of 20 years at SMG. These LQGLYLGXDOVUHJXODUO\VKDUHWKHLUGHHSVHDWHGNQRZOHGJHDQGVWUDWHJLFLQVLJKWWRPD[LPL]HUHYHQXHVDQGSURPRWHEHVW practices at each and every one of our facilities.
CORPORATE OFFICERS
WES WESTLEY MAUREEN GINTY JOHN BURNS President and CEO Executive Vice President, Marketing Services Executive Vice President and CFO and Human Resources
Wes has served as President and Maureen has been with SMG $\HDUYHWHUDQRI60*-RKQLV CEO of SMG for 20 years and has for 23 years, previously serving responsible for financial reporting, been with the company for 23 years. as Senior Vice President of internal control systems, treasury, During his tenure, he has increased Human Resources, in which and tax functions, as well as the the number of facilities managed by she also oversaw the Corporate risk management and information SMG sevenfold. Under his direction, Communications Department, Public technology departments of the the company was reorganized Relations, Advertising, Presentation company. John started his SMG to focus on convention centers Development Services, and Meeting career working in the finance and stadiums/arenas as distinct and Event Production Departments. GHSDUWPHQWDWRQHRIWKHZRUOG·VPRVW entities. The European Division was Maureen joined SMG in 1991 as active and successful arenas. Since established to recognize the special Vice President of Human Resources. MRLQLQJ60*·VFRUSRUDWHRIILFHLQ needs and features of that market. Maureen is a member of various DV'LUHFWRURI)LQDQFH-RKQ·V Wes has previously served as industry organizations, including role has continually expanded to Executive Vice President of Finance IAVM, and is a 2013 recipient of include oversight of all finance and and Development, Senior Vice 9HQXHV7RGD\·V:RPHQRI administrative functions. He also President and Chief Financial Officer. Influence Award. VHUYHVDVWKHFRPSDQ\·VFRQWUDFW He is a Certified Public Accountant administrator for all major venue and and served with the United States food service agreements. Marine Corps in Vietnam.
SMG HAS 38 YEARS OF FACILITY MANAGEMENT EXPERIENCE AND A SENIOR EXECUTIVE TEAM AVERAGING MORE THAN 20 YEARS WITH THE COMPANY.
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EXECUTIVE MANAGEMENT TEAM
DOUG THORNTON GREGG CAREN Executive Vice President, Stadiums and Arenas Executive Vice President, Convention and Exhibition Centers $\HDUYHWHUDQRI60*'RXJRYHUVHHV60*·V6WDGLXP $\HDUYHWHUDQRIWKHFRQYHQWLRQDQGKRVSLWDOLW\ and Arena Division which includes a total of 83 facilities. LQGXVWU\*UHJJKHDGVWKHFRPSDQ\·VSRUWIROLRRIPRUH In his capacity with SMG, Doug has helped to attract, than 15 million square feet of exhibition space, which hosts host and produce numerous major special events, while nearly 10,000 events and 20 million visitors each year. He being involved in other key aspects of the sports and is responsible for new business development, expanding entertainment business including sports team negotiations WKHFRPSDQ\·VSRUWIROLRWKURXJKRXW1RUWK$PHULFDDQG and facility development. Doug led the unprecedented DEURDG+HDOVROHDGVWKH&RQYHQWLRQ&HQWHU'LYLVLRQ·V PLOOLRQUHFRQVWUXFWLRQRIWKH6XSHUGRPHLQ sales and booking support for 74 centers in the SMG after Hurricane Katrina, which would serve as a symbol network, including the latest contracts he helped secure RIUHELUWKIRU1HZ2UOHDQV+HOHGWKH6WDWHRI/RXLVLDQD·V LQ0RQWHJR%D\-DPDLFDDQG&KLFDJR·VZRUOGUHQRZQHG negotiation to extend the Saints lease in 2010 and McCormick Place. Gregg has been with SMG for more spearheaded the relocation of the Hornets to New Orleans than 17 years and is known for his ability to create value in 2002. Throughout his career, he has helped to develop for SMG clients in the convention and meetings industry. innovative facility programming options and expand revenue potential for clients.
JIM MCCUE BOB MCLINTOCK Senior Vice President, Live Entertainment Division COO and Senior Vice President, Convention Centers With more than 25 years of experience, Bob oversees Jim joined SMG in 2011 and is responsible for programming the operation of 74 convention centers within the SMG more than 200 amphitheater shows as an executive, a network. Bob planned and led successful transitions at the role that requires him to maintain close connections with Cobo Center in Detroit, McCormick Place in Chicago, and the artist agents, promoters and show producers. He was the Philadelphia Convention Center, all facilities recently integral to the North American launch of “Walking with added to the SMG network. His efforts have produced Dinosaurs, The Live Experience” arena tour, one of the more than $6 million in savings to our municipal most successful family entertainment tours in recent years, partners in the first year of operation at those facilities. winning the Ticketmaster Platinum ticket award in 2008. %REDOVRKHDGVRXUFRUSRUDWHVXSSRUWWHDPVIRUKLJK Prior to joining SMG, Jim served as Senior VP of the Arena LPSDFWHYHQWVOLNHWKH *6XPPLWLQ3LWWVEXUJK Network as well as Senior VP for House of Blues/Denver and the 2012 NATO Summit in Chicago, each of which Market, where he supervised all talent buying, marketing, were the largest gathering of world leaders ever outside finance, ticketing, sponsorship sales, and business of the United Nations. development for venues that included: Coors Amphitheatre, Red Rocks Amphitheatre, and Paramount Theatre.
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EXECUTIVE MANAGEMENT TEAM (CONT'D)
SHAUNA ELVIN BOB PAPKE Senior Vice President, Human Resources Vice President, Live Entertainment, Theaters
With more than 20 years of experience in human $\HDUYHWHUDQRI60*%RERYHUVHHVHQWHUWDLQPHQW resources management, Shauna oversees employee LQGXVWU\UHODWLRQVIRUDOO60*0DQDJHGWKHDWHUVDQG relations, recruitment, benefit and compensation matters performing arts centers. While serving as Director of IRUWKHFRPSDQ\·VUREXVWIXOODQGSDUWWLPHZRUNIRUFH Marketing at the Miami Beach Convention Center $VD\HDUYHWHUDQRI60*VKHKDVGHYHORSHGDQ and Jackie Gleason Theater, Bob was instrumental H[FHSWLRQDOWDOHQWIRUKDQGOLQJVHQVLWLYHHPSOR\PHQW LQWKHGHYHORSPHQWDQGLPSOHPHQWDWLRQRIWKH0LDPL related issues, and her department works closely with 'DGH&RXQW\3XEOLF6FKRRO·V$57(& $UWV5HODWHG each SMG venue on a daily basis to ensure human Technology for Entertainment Careers) program. Bob resources best practices are in place. The Corporate received the 2002 Arts & Education Impact Award from +XPDQ5HVRXUFHV'LYLVLRQLVDOVRLQYROYHGLQRQERDUGLQJ the Arts & Business Council of Greater Miami and was a DQGWUDQVLWLRQLQJHPSOR\HHVRIQHZO\DFTXLUHGIDFLOLWLHV 2000 Finalist for the South Florida Hospitality Executive to ensure a seamless and smooth conversion to private of the Year. An alumnus of the University of South management. &DUROLQD%REZDVWKHILUVWVWXGHQWHQUROOHGLQ86&·V Arts Administration program.
JOHN BOLTON GARY MCANENEY Vice President, Live Entertainment, Arenas Senior Vice President, Finance and Administration
-RKQLVD\HDULQGXVWU\YHWHUDQZLWKWKHODVWQLQHRI Gary has spent 20 years in the venue management those years at SMG. He serves in a key leadership role business and the last 15 of those years with SMG. He is and provides support for initiatives in booking, marketing, now directly responsible for the financial and accounting and growing SMG. Most recently, John served as General functions for all SMG facilities, providing oversight during Manager for SMG at the BOK Center in Tulsa where he WKHEXGJHWLQJIXQGLQJDQGPRQWKHQGILQDQFLDOUHSRUWLQJ RYHUVDZDQGPDQDJHGDPXOWLFRPSOH[FDPSXVRIYHQXHV processes. He also works closely with the facilities in He has created new events and festivals in every venue FRRUGLQDWLQJ\HDUHQGDXGLWVDQGRWKHUUHSRUWLQJUHTXLUHG KHKDVPDQDJHGLQFOXGLQJILYHQHZIHVWLYDOVDQGVHOI by the client. In addition, Gary oversees a staff that is created events in Tulsa that attract more than 200,000 responsible for business operations and analytics that people per year. His success in the booking, programming includes development of financial modeling, new business and marketing of venues has consistently placed the BOK SURIRUPDVDQGDFTXLVLWLRQDQDO\VLV Center as one of the top 10 venues in the nation. John also serves as the 2013 – 2014 President of IAVM.
18 SECTIONSECTION A | 1 - OPERATIONALOPERATIONAL OVERSIGHT & MANAGEMENTMANAGEMENT PLANPLAN
STADIUM, ARENA & THEATER DIVISION
LED BY DOUG THORNTON, EXECUTIVE VICE PRESIDENT
HARRY CANN JOE ROMANO Senior Vice President Senior Vice President +DUU\LVD\HDULQGXVWU\YHWHUDQ,Q Joe has been with SMG since 2002 and his current role, Harry is responsible brings more than 30 years of industry for overseeing the operations of 12 experience, having served as Executive 60*PDQDJHGDUHQDVWKURXJKRXWWKHFRXQWU\DVZHOODVQHZ Vice President for Business Development for Compass Facility business development. He has held various senior management Management and as Regional Vice President for Ogden positions with SMG, including the Niagara Falls Convention Entertainment where he oversaw the operation of Midwest, and Civic Center, where he served as General Manager for Alaskan and European venue operations. He currently oversees four years. Harry was also part of the management team at the a number of accounts in the Midwest and Western U.S. and Philadelphia Civic Center, the Centrum Center in Worcester, MA, has been responsible for opening new arenas or transitioning and the Salt Palace Arena in Salt Lake City, UT. existing facilities to private management in more than 30 locations throughout North America, Europe and Mexico. BOB CAVALIERI Senior Vice President STEVE TADLOCK %RELVD\HDULQGXVWU\YHWHUDQZKRKDV Regional Vice President served in a variety of leadership roles with SMG. He currently oversees a number As Regional Vice President for SMG based of facility accounts, while handling new business development out of Fresno, California, Steve has oversight UHVSRQVLELOLWLHVIRU60*PDQDJHGDUHQDV for the Stadium and Arena Division. Prior to joining SMG, he and theaters in Stockton, CA, and Kent, WA. was the President and COO of Centennial Management Group, +HRIIHUVERRNLQJPDUNHWLQJRSHUDWLRQDODQGÀQDQFLDOVXSSRUWWR Inc. and has held several other industry positions including these facilities from his home location of Save Mart Center at Fresno 9LFH3UHVLGHQW2SHUDWLRQVIRU2JGHQ(QWHUWDLQPHQW6HUYLFHV State. Additionally, he serves as SMG's West Regional Booking Executive Vice President of the Entertainment Group at Madison 'LUHFWRUDVVLVWLQJWKHERRNLQJHIIRUWVLQHOHYHQ PDUNHWVLQWKH 6TXDUH*DUGHQ*HQHUDO0DQDJHURI3KLODGHOSKLD·V)LUVW8QLRQ Western US and Canada 6SHFWUXP9LFH3UHVLGHQWRI'HWURLW·V-RH/RXLVDQG&RER $UHQDVDQG*HQHUDO&RXQVHOWRWKH1+/·V'HWURLW5HG:LQJV Steve has 27 years of industry experience, 15 of them with SMG. 6WHYHVHUYHGDV*HQHUDO0DQDJHUGXULQJSUHRSHQLQJDQGRSHQLQJ RIWKH&HQWXU\7HO&HQWHU DUHQD LQ%RVVLHU&LW\/RXLVLDQDDQG duplicated the experience at the Save Mart Center in 2003, where LEONARD BONNACI KHVWLOOVHUYHVDVWKHYHQXH·V*HQHUDO0DQDJHU+HUHFHLYHGKLV%$ Regional Vice President in Sports Administration, graduating Magna Cum Laude, from St. Thomas University in 1989. Leonard brings impressive stadium management credentials to SMG, having MICHAEL K. KROUSE worked for nearly 17 years as a Senior Executive for the Philadelphia Eagles organization. There, Regional Vice President Leonard was responsible for directing all game day and special Michael is known for generating substantial event management duties of Lincoln Financial Field as the Vice economic gains for the municipalities he President of Operations. Leonard was also responsible for the serves, including $5.8 billion for the city of booking and event creation for ancillary events at Lincoln Los Angeles during his eight years with the Los Angeles Tourism and Financial Field, including the bidding and solicitation of events Convention Board. He also brings more than 25 years of experience including the Army v. Navy game, NCAA Lacrosse, international in senior hotel sales management positions, where he was known soccer, and other large events. for his soaring customer service ratings and ability to simultaneously manage multiple hotels and brands.
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MICHAEL GODOY SAM VOISIN Vice President, Operations Regional General Manager
Sam currently serves as the General 0LFKDHOPDQDJHVDOOSUHRSHQLQJVHUYLFHV Manager of the Shreveport Convention for new construction and renovated Center. In his current capacity he works facilities. He has overseen the openings closely with the City of Shreveport to of major facilities across the United IXOÀOOLWV·PLVVLRQ6DPKDVPRUHWKDQ\HDUVRIH[SHULHQFH 6WDWHVLQFOXGLQJ %2.&HQWHU 7XOVD2. -RH5REELH6WDGLXP specializing in management of public facilities including 10 years 0LDPL)/ DQG)HG([)LHOG /DQGRYHU0' +HKDVSURYLGHG at the Cajundome Arena complex in Lafayette, LA and most design review and consulted on operational, marketing and recently General Manager of a public facility in the Washington event requirements; negotiated national contract pricing with DC Metro area. YHQGRUV\LHOGLQJDYHUDJHVDYLQJVRI GHYHORSHGSUH opening operations standards; enhanced access to national Sam has assisted in project development stages from conception contract pricing; and overseen FF&E procurement of more than to day to day operational and sales aspects of public facilities. $45,000,000. He also created and implemented facility operational policies, procedures, rental rate structures and creative marketing RSSRUWXQLWLHVWRREWDLQSURÀWDELOLW\ZKLOHUHPDLQLQJFRPSHWLWLYHLQ LARRY WILSON the market. Regional Vice President Sam maintains statewide, regional and national relationships Larry Wilson was recently promoted to in the live entertainment industry such as; Feld Entertainment the position of Regional Vice President – 5LQJOLQJ%URWKHUV&LUFXV'LVQH\RQ,FHRWKHUIDPLO\VKRZV Arenas & Stadiums and will be based in ::( :RUOG:UHVWOLQJ(QWHUWDLQPHQW 3UR%R[LQJ/LYH1DWLRQ New Orleans, LA. Larry recently held the Concerts, Beaver Concert Productions, Funny Bone Comedy position of General Manager for SMG in Jacksonville, Florida Productions and more. Prior to managing the venues in Jacksonville, Wilson served DV60*·V5HJLRQDO*HQHUDO0DQDJHURYHUVHHLQJWKHRSHQLQJ DQGGD\WRGD\RSHUDWLRQVRIWKH-RKQ3DXO-RQHV$UHQDDWWKH RICH MACKEIGAN University of Virginia in Charlottesville, VA, and also overseeing Regional General Manager WKH3DUDPRXQW7KHDWHUDQGWKH0HDGRZV(YHQWV&HQWHU 9LUJLQLD Rich joined SMG as General Manager of State Fair). Wilson is credited with many industry awards including the Van Andel Arena and Grand Center the John Paul Jones Arena being named by Pollstar Magazine in September of 1998. In this capacity, he DVWKHQDWLRQ·V´%HVW1HZ0DMRU&RQFHUW9HQXH·IRUWKH KDVRYHUDOOÀQDQFLDOPDUNHWLQJERRNLQJ only college or university venue ever to win the award, and and operational responsibility for the Van Andel Arena, DeVos the Jacksonville Veterans Memorial Arena being ranked 10th Performance Hall and the Grand Center. He oversees a staff of Worldwide by Venues Today Magazine. Wilson has been involved approximately 125 full and part time employees at the venues. in the opening of six arenas over his 15 year career. SMG began managing the Grand Center and DeVos Performance Hall in 1994, the Arena since it opened in 1996, and now DeVos 3ODFHWKHQHZVWDWHRIWKHDUWFRQYHQWLRQFRPSOH[
In addition to his duties as Regional General Manager for DeVos Performance Hall, DeVos Place and Van Andel Arena, he also now oversees the SeaGate Convention Centre and Huntington Center in Toledo, OH.
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SMG CORPORATE EXECUTIVE ORGANIZATIONAL CHART
SVP | F&B Operations
Managing Director|
Shaun Beard
F&B Operations
SMG Food
Paul Tazar
Services
Gary McAneney
John Burns
SVP | Finance
EVP & CFO
Maureen Ginty
Shauna Elvin
EVP| Marketing
Services & HR Services
SVP| Human
Resources
President & CEO
Wes Westley
Bob McClintock
Convention Centers
Regional Vice
Centers & Business
EVP | Convention
Gregg Caren
Presidents
Development
COO | SVP
(7)
Doug Thornton
Regional Vice Arenas & Business
Bob Cavalieri
EVP| Stadiums &
Presidents
SVP| Sales &
Development
Development
(7)
Bob Papke
VP| Theaters
SVP| Entertainment
Jim McCue
VP| Entertainment
John Bolton
Michael Godoy
VP| Operations
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SMG STADIUM, ARENA & THEATER DIVISION ORGANIZATIONAL CHART
Leonard Bonacci
Larry WilsonLarry
RVP| Stadiums
RVP| Stadiums
& Arenas
& Arenas
Steve Tadlock
Joe Romano
RVP| Stadiums
SVP| Stadiums
& Arenas
& Arenas
Harry CannHarry
Sam Voisin
RVP| Stadiums
SVP| Stadiums
& Arenas
& Arenas
Mohnie Manget
Facility Operations
Director of
EVP| Stadiums & Arenas &
Business Development
Doug Thornton
Michael Godoy
VP| Operations
Facility Operations
Kirk Patton
Director of
Bob Papke
VP| Theaters
SVP| Entertainment
Jim McCue
VP| Entertainment
John Bolton
Business Operations
Bob Cavalieri
Evan Holmes
SVP| Sales &
Development
Director of
22 SECTION A | OPERATIONAL OVERSIGHT & MANAGEMENT PLAN
SMG CORPORATE OVERSIGHT Depth of Corporate Resources, Personnel and Experience SMG provides direct oversight of each account from the ,QDGGLWLRQWRRQVLWHVWDII60*HPSOR\VIXOOWLPH headquarter's office in Pennsylvania. In addition, regional management and executive staff in its executive offices, support for certain operational functions is provided through dedicated to supporting the daily needs of our Clients. This senior management positions in the field, coordinating includes corporate expertise in all operational disciplines, regional sales and marketing activities between all SMG including finance and accounting, risk management, managed venues in the market. operations, human resources and sales & marketing. THE SMG MANAGEMENT ADVANTAGE Well Capitalized Our depth of experience and quality control sets us apart 7KRXJKRZQHGE\$PHULFDQ&DSLWDODOORI60*·V from our competitors and helps meet the needs of our qualifications – financial and otherwise – are its own, and clients and tenants. SMG understands the importance of not that of any parent, predecessor or subsidiary firm. As proper scheduling, event services, space requirements, such, SMG is a standalone firm, with a strong financial staffing, security, housekeeping, conversions, premium history and sound current position. seating, food service and guest services. Below are a few attributes which distinguish SMG from its competition: Strong Brand Recognition & Industry Partnerships Though we hope to be recognized locally, SMG is certainly Quality Operating Standards QRWDFRQVXPHUEUDQG$VD´EXVLQHVVWREXVLQHVVµ SMG takes pride in delivering the highest quality operating brand, we are well known to the key clients, partners and VWDQGDUGVLQLWVIDFLOLW\QHWZRUN:HXWLOL]H¶EHVWSUDFWLFHV· affiliate groups that are most important to developing in our buildings and constantly monitor the performance and marketing business. We offer key relationships with RIRXUVWDIIWKLUGSDUW\YHQGRUVDQGVXEFRQWUDFWRUV60* important sport and entertainment organizations. These are SURYLGHVH[WHQVLYHWUDLQLQJIRUDOORILWVHYHQWGD\SHUVRQQHO all organizations that will have an immediate recognition of in order to deliver the best customer experience possible. who we are, and take comfort in a seamless transition to We work closely with all of our tenants to assure compliance their own benefit, as well as yours. ZLWKHVWDEOLVKHGUXOHVRUJXLGHOLQHVUHODWLQJWRHYHQWVHWXS and presentation. Experienced Operators Between our corporate staff and our national team of Event Management Expertise facility managers, we offer thousands of years of combined Our event personnel offer professional expertise and experience. In us, you will find a group of highly educated experience unmatched in the industry. Our professionals and dedicated professionals. The benefits to a new have worked some of the largest events in the world at venue joining our network are clear. No matter the issue, the most impressive venues. Well established operating challenge or question at hand, we can readily find the right procedures allow us to provide a safe and secure person or people to help enhance the operation. experience for the attendees. We have been innovative in developing operating techniques, crowd management and Client Accountability incident response systems. SMG requires the highest level of fiduciary responsibility and accountability to the Clients we serve. Our ability to Broad Network of Facilities meet that standard is unique in the industry. :LWKZRUOGZLGHYHQXHVXQGHUPDQDJHPHQW60*KDV Our Corporate Finance Department provides supervision a broad network of entertainment and exhibition venues and support in all fiscal areas including internal controls, that allows us to share a wealth of information between our risk management, data processing, audit and cash facility operators in a manner unparalleled in the industry. management. A comprehensive accounting manual Our team works hard to share leads or relevant data with created by our financial professionals offers the staff at one another in order to generate greater programming our facilities a complete set of procedures and policies to throughout our managed facilities. be followed.
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Annual budgets, including capital improvement requests, are submitted to our Clients for review and approval. They contain a condensed income statement, an event analysis, and a management fee calculation, along with key facts, assumptions, and trend analysis on which the budget was based.
Communications
Our Clients receive constant and informative communications via monthly reports, and regular meetings with our staff. The SMG staff will utilize local channels to communicate about upcoming events.
Partnership with the Community
SMG believes that each facility holds a valuable place in the fabric of its community and, while we will bring all of the systems and resources we have as a company, we still maintain the flexibility to blend these with local culture and community.
Furthermore, we encourage our staff – at all levels – to maintain our corporate and social responsibility in areas that excite or interest them. Whether the general manager is a Rotarian, or the sales assistant works at a local food bank, the facility staff should serve as model citizens in representing this centerpiece venue.
Throughout SMG, our employees are active locally, in their churches, in blood drives, supporting their Ys, supporting community playhouses, and other organizations.
Finally, each facility hosts events vital to the social, educational, cultural and/or business community. SMG has extensive experience working with the organizers of these events to ensure that they are able to achieve their goals and exceed their expectations. SMG firmly believes that this focus is an equally important aspect of their mission in the communities we serve.
PROVEN MANAGEMENT SYSTEMS “Management companies,” as a generic industry sector, can run the gamut from international conglomerates to boutique firms run from a remote office. SMG utilizes specific systems and practices built during the past four decades, a full suite of proprietary management tools. We provide robust accounting and reporting, facility RSHUDWLRQVDQGPDLQWHQDQFHWRZHEEDVHGERRNLQJDQG marketing programs that connect all of our venues and our corporate offices.
24 SECTION A | OPERATIONAL OVERSIGHT & MANAGEMENT PLAN
SMG's provides industry leading management programs and tools that are available to all our clients AT NO ADDITIONAL COST
K'NEKT - EMPLOYEE TRAINING PROGRAM ALTUM
N·QHNWLVDQHPSOR\HHDQGJXHVWVHUYLFHVWUDLQLQJ 6SHFLILFDOO\GHVLJQHGIRU60*WKLVZHEEDVHG program developed specifically for SMG to meet the Computerized Maintenance Management System needs of our industry. The program provides a variety of &006 SURYLGHVRXUFOLHQWVZLWKLQGXVWU\OHDGLQJDVVHW training methods, each with customer centric focus and protection and maintenance. Our personnel use the supported with current guest services best practices. No system to initiate and track preventative maintenance other company offers an internal training program with work orders, life safety inspections and code compliance. WKHGHSWKDQGYDULHW\RIN·QHNW ASK O.S.C.A.R. SMGBOOKING.COM Designed specifically for our operations personnel, 60*%RRNLQJFRPLVZHEEDVHGFDOHQGDUDQGERRNLQJ ´26&$5µ 2SHUDWLRQV6XSSRUW7KURXJK system that has been customized to meet everyday Communications and Resources) is an easy to use needs of our facilities. This scheduling software offers LQWUDFRPSDQ\ ZHEEDVHGSODWIRUPFRQWDLQLQJRSHUDWLQJ a number of unique features, including the ability for best practices, master service agreements, procurement HQWHUWDLQPHQWSURPRWHUVWRKDYHUHDOWLPH YLHZLQJ templates and much more. The program also offers a access to the calendar. This puts SMG in the forefront live 'chat' room so that our operations personnel can get of the industry by allowing us to respond to the DQVZHUVWRIUHTXHQWO\DVNHGTXHVWLRQVLQUHDOWLPH entertainment community even faster than before. hours a day, 7 days a week.
25 SECTION A | OPERATIONAL OVERSIGHT & MANAGEMENT PLAN
A.2 SMG FACILITIES LISTING I
SMG: THE INDUSTRY'S WORLD LEADER IN FACILITY "SMG CONTINUES TO BE A LEADER IN MANAGING MANAGEMENT THE MANY CONVENTION CENTERS AND VENUES THAT WE USE." SMG has been in the business of providing operations and management services to amphitheaters, theaters, performing arts centers, arenas, stadiums, convention - LEWIS R. SHOMER, and conference centers, recreation and equestrian EXECUTIVE DIRECTOR, SOCIETY OF facilities and other specialized facilities for nearly INDEPENDENT SHOW OPERATORS 40 years.
SMG has defined a management philosophy and style that has led to its industry leading position. We also SMG PROUDLY MANAGES understand contracting with government agencies – more than 92% of our clients are cities, states, counties Amphitheaters 7 or special purpose districts. We operate in markets Theaters/Performing Arts Centers 56 across the country that vary in size and represent a diverse array of clients ranging from: Arenas 70 Convention Centers 71 • Municipally and Publicly Owned Facilities Stadiums 13 • Professional Sports Teams Recreational/Equestrian Facilities 23 • Collegiate Administrations and Athletic Departments Total Facilities 240
• Privately Owned Facilities
SMG is considered the market leader in municipally On the following pages, you will find a detailed list of owned facilities and understands government our facilities, their location, size, scope of services and accountability and transparency. SMG's tenure.
STADIUMS AND ARENAS, CONVENTION CENTERS,
PERFORMING ARTS THEATERS AND RECREATIONAL EVENTS
CENTERS ARE THE SIGNATURES OF A CITY. SINCE SMG
WAS FOUNDED IN 1977, WE STRIVE TO CREATE A VIBRANT
CULTURAL LIFE FOR RESIDENTS, BUILD TOURISM, AND FOSTER
ROBUST LOCAL ECONOMIES.
26 SECTION A | OPERATIONAL OVERSIGHT & MANAGEMENT PLAN
THEATER AND PERFORMING ARTS CENTER CLIENTS # of Seats Scope Client Since Bellco Theatre Denver CO 5,000 Facility Management 2004 James L. Knight Center Miami FL 4,600 Facility Management 2012 Arie Crown Theater Chicago IL 4,249 Facility Management 2011 Landmark Theater Richmond VA 3,667 Facility Management 2008 Terrace Theater Long Beach CA 3,051 Facility Management 1981 Shreveport Municipal Auditorium Shreveport LA 3,007 Facility Management 2009 Moran Theater Jacksonville FL 2,979 Facility Management 1992 Macon City Auditorium Macon GA 2,688 Facility Management 2013 William A. Egan Center Theater Anchorage AK 2,500 Facility Management 2013 Larry Aiken Theater Evansville IN 2,500 Facility Management 1999 Abraham Chavez Theater El Paso TX 2,500 Facility Management 1998 $PHULFDQ%DQN&WU6HOHQD$XGLWRULXP &RUSXV&KULVWL 7; )DFLOLW\0DQDJHPHQW Plaza Theater El Paso TX 2,410 Facility Management 1998 DeVos Performance Hall Grand Rapids MI 2,400 Facility Management 1994 Akron Civic Theatre Akron OH 2,400 Facility Management 2010 Saroyan Theater Fresno CA 2,353 Facility Management 2004 Bridgewater Concert Hall Manchester UK 2,341 Facility Management 1995 Coronado Performing Arts Center Rockford IL 2,300 Facility Management 2010 Hanover Theater for the Performing Arts Worcester MA 2,300 Facility Management 2006 Kiva Auditorium Albuquerque NM 2,300 Facility Management 2003 The Theater at the Dow Event Center Saginaw MI 2,275 Facility Management 2001 North Charleston Performing Arts Ctr. North Charleston SC 2,260 Facility Management 1991 Sands Bethlehem Event Center Bethlehem PA 2,250 Facility Management 2012 Peoria Civic Center Theater Peoria IL 2,200 Facility Management 1990 7KH2QFHQWHU&URXVH+LQGV7KHDWHU 6\UDFXVH 1< )DFLOLW\0DQDJHPHQW Bob Hope Theatre Stockton CA 2,042 Facility Management 2011 Mobile Civic Center Theater Mobile AL 1,950 Facility Management 1990
27 SECTION A | OPERATIONAL OVERSIGHT & MANAGEMENT PLAN
THEATER AND PERFORMING ARTS CENTER CLIENTS # of Seats Scope Client Since Saenger Theater Pensacola FL 1,921 Facility Management 1990 RiverCenter for the Performing Arts Baton Rouge LA 1,900 Facility Management 1996 Cox Business Center Tulsa OK 1,900 Facility Management 2006 Baths Hall Scunthorpe UK 1,900 Facility Management 2011 Jacoby Symphony Hall Jacksonville FL 1,800 Facility Management 1992 Satander Performing Arts Center Reading PA 1,800 Facility Management 2000 Wagner Noël Performing Arts Center Odessa TX 1,800 Facility Management 2011 Richmond CenterStage Carpenter Theater Richmond VA 1,800 Facility Management 2008 National Theatre Washington DC 1,676 Facility Management 2012 Charlotte Harbor Event and Conference Center Punta Gorda FL 1,500 Facility Management 2009 York Barbican York UK 1,500 Facility Management 2011 Paramount Theater Charlottesville VA 1,040 Facility Management 2008 Centro de Bellas Artes Humacao PR 1,000 Facility Management 2013 3HHU\·V(J\SWLDQ7KHDWHU 2JGHQ 87 )DFLOLW\0DQDJHPHQW Center Theater Long Beach CA 825 Facility Management 1981 Plaza Theater Palm Springs CA 800 Facility Management 1998 Five Flags Theater Dubuque IA 700 Facility Management 2004 Orpheum Theater Sioux Falls SD 680 Facility Management 1994 Playhouse Whitley Bay Tyne and Wear UK 630 Facility Management 2009 Terry Theater Jacksonville FL 600 Facility Management 1992 7KH2QFHQWHU&DUULHU7KHDWHU 6\UDFXVH 1< )DFLOLW\0DQDJHPHQW Plowright Theatre Scunthorpe UK 354 Facility Management 2011 Palm Canyon Theater Palm Springs CA 230 Facility Management 1992 Richmond CenterStage Gottwald Playhouse Richmond VA 200 Facility Management 2008 7KH2QFHQWHU%H9DUG6WXGLR 6\UDFXVH 1< )DFLOLW\0DQDJHPHQW
OUTDOOR AMPHITHEATER CLIENTS CMAC Canandaigua NY 15,000 Facility Management 2008 Ford Pavilion Beaumont TX 14,000 Facility Management 2002 Ford Idaho Center Nampa ID 10,500 Facility Management 2005 Pinewood Bowl Lincoln NE 8,000 Facility Management 2005 Champions Square New Orleans LA 8,000 Facility Management 2010 Koka Booth Amphitheater Cary NC 7,000 Facility Management 2001 First Merit Event Park Saginaw MI 5,500 Facility Management 2014
SPECIFIC-USE CLIENTS Ben Boeke Ice Rink Anchorage AK Facility Management 1998 Dempsey Anderson Ice Rink Anchorage AK Facility Management 1998 Millennium Youth Entertainment Complex Austin TX Facility Management 1997 North Central Recreation Center Johnstown PA Facility Management 2009 Oak Park Ice Arena Stockton CA Facility Management 2011 Scheman Continuing Education Building Ames IA Facility Management 1988 Bahia Urbana San Juan PR Facility Management 2012 Odysseum Köln Germany Facility Management 2007 Cabarrus Arena and Events Center Concord NC Facility Management 2005 Ford Idaho Center Nampa ID Facility Management 2005 Salt Lake County Equestrian Park South Jordan UT Facility Management 2014 Kansas Expocentre Agricultural Hall Topeka KS Facility Management 1992 Osceola Heritage Park Osceola FL Facility Management 2002
28 SECTION A | OPERATIONAL OVERSIGHT & MANAGEMENT PLAN
STADIUM CLIENTS # of Seats Scope Client Since 0HUFHGHV%HQ]6XSHUGRPH 1HZ2UOHDQV /$ )DFLOLW\0DQDJHPHQW EverBank Stadium Jacksonville FL 73,000 Facility Management 1992 NRG Stadium Harris County TX 71,500 Facility Management 2000 NRG Astrodome Harris County TX 70,000 Facility Management 2000 US Bank Stadium Minneapolis MN 65,000 Facility Management 2014 Soldier Field Chicago IL 62,000 Facility Management 1994 Wroclaw Stadium Wroclaw POL 42,000 Booking & Consulting 2010 0F/DQH6WDGLXP %D\ORU8QLYHUVLW\ :DFR 7; )DFLOLW\0DQDJHPHQW
ARENA CLIENTS # of Seats Scope Client Since Manchester Arena Manchester UK 21,000 Facility Management 1995 Smoothie King Center New Orleans LA 19,700 Facility Management 1977 BOK Center Tulsa OK 19,200 Facility Management 2006 Chesapeake Energy Arena Oklahoma City OK 19,000 Facility Management 1999 Nassau Veterans Memorial Coliseum Uniondale NY 18,100 Facility Management 1979 Coliseo de Puerto Rico San Juan PR 18,000 Facility Management 2000 Times Union Center Albany NY 17,500 Facility Management 1988 Save Mart Center Fresno CA 16,200 Facility Management 2002 John Paul Jones Arena Charlottesville VA 16,000 Facility Management 2005 Cox Convention Center Oklahoma City OK 15,000 Facility Management 1999 INTRUST Bank Arena Wichita KS 15,000 Facility Management 2007 Pinnacle Bank Arena Lincoln NE 15,000 Facility Management 2013 DCU Center Arena Worcester MA 14,800 Facility Management 1997 Jacksonville Veterans Memorial Arena Jacksonville FL 14,500 Facility Management 1992 Blue Cross Arena Rochester NY 14,000 Facility Management 1998 'XQNLQ·'RQXWV&HQWHU 3URYLGHQFH 5, )DFLOLW\0DQDJHPHQW Baltimore Arena Baltimore MD 14,000 Facility Management 1999
29 SECTION A | OPERATIONAL OVERSIGHT & MANAGEMENT PLAN
ARENA CLIENTS # of Seats Scope Client Since CenturyLink Center Bossier City LA 14,000 Facility Management 1999 Long Beach Arena Long Beach CA 13,500 Facility Management 1981 .RQLJ3LOVHQHU$UHQD 2EHUKDXVHQ *(5 )DFLOLW\0DQDJHPHQW Richmond Coliseum Richmond VA 13,500 Facility Management 1985 North Charleston Coliseum North Charleston SC 13,300 Facility Management 1991 Petersen Events Center Pittsburgh PA 12,500 Facility Management 2002 First Direct Arena Leeds UK 12,500 Facility Management 2013 Ford Idaho Center Arena Nampa ID 10,500 Facility Management 2005 Van Andel Arena Grand Rapids MI 12,100 Facility Management 1994 Baton Rouge RiverCenter Arena Baton Rouge LA 12,000 Facility Management 1996 Peoria Civic Center Arena Peoria IL 12,000 Facility Management 1990 Stockton Arena Stockton CA 12,000 Facility Management 2011 Verizon Wireless Arena Manchester NH 11,700 Facility Management 2000 Selland Arena Fresno CA 11,300 Facility Management 2004 Metroradio Arena Newcastle UK 11,000 Facility Management 1999 American Bank Center Corpus Christi TX 10,500 Facility Management 2001 Silver Spurs Arena Kissimmee FL 10,500 Facility Management 2002 Mobile Civic Center Mobile AL 10,100 Facility Management 1990 BMO Harris Bank Center Rockford IL 10,000 Facility Management 2010 Pensacola Bay Center Pensacola FL 10,000 Facility Management 1999 Odyssey Arena Belfast N IRE 10,000 Facility Management 2000 Florence City County Civic Center Florence SC 10,000 Facility Management 1997 Landon Arena Topeka KS 10,000 Facility Management 1992 Laredo Energy Center Laredo TX 10,000 Facility Management 2001 Macon Centreplex Coliseum Macon GA 9,250 Facility Management 2013 Ford Park Arena Beaumont TX 8,500 Facility Management 2002 Big Sandy Superstore Arena Huntington WV 8,100 Facility Management 1995 Humacao Arena Humacao PR 8,000 Facility Management 2013 NRG Arena Harrison County TX 7,800 Facility Management 2000 The Arena at the Dow Event Center Saginaw MI 7,600 Facility Management 2001 7KH2QFHQWHU:DU0HPRULDO$UHQD 6\UDFXVH 1< )DFLOLW\0DQDJHPHQW Sioux Falls Arena Sioux Falls SD 7,000 Facility Management 1994 Covelli Center Youngstown OH 7,000 Facility Management 2008 Eastern Kentucky Expo Center Pikeville KY 7,000 Facility Management 2005 Canalta Centre Medicine Hat ON 6,500 Facility Management 2013 Meridian Centre St. Catharines ON 6,000 Facility Management 2013 ShoWare Center Kent WA 6,000 Facility Management 2008 Cambria County War Memorial Arena Johnstown PA 6,000 Facility Management 2009 Canton Memorial Civic Center Canton OH 5,500 Facility Management 2011 Hershey Centre Mississagua ON 5,500 Facility Management 1998 5RJHUV.5RFN&HQWUH .LQJVWRQ 21 )DFLOLW\0DQDJHPHQW Bank of Kentucky Center Highland Heights KY 9,400 Facility Management 2005 Santander Arena Reading PA 9,000 Facility Management 2000 George M. Sullivan Sports Arena Anchorage AK 9,000 Facility Management 1990 0RKHJDQ6XQ$UHQDDW&DVH\3OD]D :LONHV%DUUH 3$ )DFLOLW\0DQDJHPHQW Huntington Center Toledo OH 8,000 Facility Management 2008 John A. Carlson Center Fairbanks AK 6,100 Facility Management 1989 Cabarrus Arena Concord NC 5,200 Facility Management 2005 Five Flags Center Arena Dubuque IA 4,800 Facility Management 2004
30 SECTION A | OPERATIONAL OVERSIGHT & MANAGEMENT PLAN
KOKA BOOTH AMPHITHEATRE CARY, NC
SMG has managed the Koka Booth Amphitheater since its opening. For the 2014 season, the amphitheater broke revenue and DWWHQGDQFHUHFRUGVZLWKUHYHQXHLQFUHDVLQJDSSUR[LPDWHO\ 3OHDVHVHHRXUGHWDLOVLQRXUUHVSRQVHWRH[KLELW& %XLOWLQ Booth Amphitheatre is unlike any other venue in the area. Designed by architect William Rawn Associates of Boston, the park has been described as truly magnificent. Located among 14 acres of stately hardwoods and pines and beautifully situated next to Symphony Lake, the Amphitheatre blends with its natural setting. Booth Amphitheatre boasts the capacity for 7,000 people, so patrons can enjoy a seat on our spacious lawn or specially designed Crescent deck. SMG is a good neighbor, creating an Amphitheatre Advisory Committee EDFNLQWKHILUVW\HDUVRIWKHFRQWUDFWWRHVWDEOLVKRSHQFRPPXQLFDWLRQZLWKWKHSHRSOHZHNQHZZRXOGEHWKHPRVWLPSDFWHG VRXQGDQG traffic) by amphitheatre events.
FEATURES + 2SHUDWLQJDV&DU\·VFRPPXQLW\IRFXVHGSHUIRUPLQJDUWV + 7,000 – Capacity YHQXH60*ZRUNVH[WHQVLYHO\ZLWKORFDOQRQSURÀWDUWV DQGQRQDUWVRUJDQL]DWLRQVWRPDNHLWSRVVLEOHIRUWKHPWR + Nationally and locally recognized amphitheater produce events at the Amphitheatre. These partnerships + 81 events and 151,911 in attendance for 2014 increase engagement and help make the case for broad SIGNIFICANT ACHIEVEMENTS based community support for the amphitheatre and + Voted Best Outdoor Amphitheatre by readers by the WKHSDUWLFLSDWLQJRUJDQL]DWLRQ V $FWLYHDQGRQJRLQJ Independent Weekly each year since 2003. partnerships include: + The summer home for the North Carolina Symphony 7 • Hum Sub – host to the largest Indian Cultural show Summerfest Series. The Summerfest series is a Festival in the Triangle. 12,000 attendees throughout family friendly series featuring popular and symphonic the day charts all while allowing patrons to picnic on the lawn 7ULDQJOH:LQG(QVHPEOH²QRQSURILWJURXSIRFXVLQJ + ,QNHHSLQJZLWKWKH7RZQRI&DU\·VYHQXHJRDOV60*KDV on local orchestra musicians and singers and hosting worked to program a mix of local, regional and national an annual Memorial Day Concert at the Amphitheatre attractions ranging from live theatre and festivals to 1&2SHUD²QRQSURILWDUWVJURXSIRFXVLQJRQ national performing artists. Pollstar Magazine nominated bringing Opera to the Triangle area and created an %RRWK$PSKLWKHDWUHDVDÀQDOLVWIRU%HVW6PDOO2XWGRRU event specific to the Amphitheatre title, Opera in the Amphitheatre in 2003. Pines. + National concerts recently presented at Booth • WakeMed Movies By Moonlight Series – 10 night Amphitheatre include Alison Krauss & Union Station, RXWGRRUILOPVHULHVUDLVLQJIXQGVIRUDORFDOFKLOGUHQ·V Steve Miller Band, Ray LaMontagne, My Morning Jacket, hospital. Boz Scaggs, Michael McDonald, The Avett Brothers, • Green Hope High School – organizers for a Sheryl Crow, Norah Jones, Jack Johnson and many spring high school band concert hosted at the more. Amphitheatre. + 70% of Booth Amphitheatre events have a tie to local QRQSURÀWRUJDQL]DWLRQVZLWKHLWKHUDSRUWLRQRISURFHHGV EHQHÀWLQJDSDUWLFXODUJURXSDFDQQHGIRRGGULYH collection summer campaign or offering reduced rental rates to area organizations looking to host their own private events.
31 SECTION A | OPERATIONAL OVERSIGHT & MANAGEMENT PLAN
CHAMPIONS SQUARE NEW ORLEANS, LA
/RFDWHGDGMDFHQWWRWKH0HUFHGHV%HQ]6XSHUGRPHLQGRZQWRZQ1HZ2UOHDQV&KDPSLRQV6TXDUHLVDPXOWLSXUSRVH amphitheater and event space that hosts a wide variety of live entertainment and special events. The Square opened in 2010 after a nearly $15 million construction project that reclaimed a portion of an abandoned shopping mall which resulted in a 121,000 square foot plaza that has become one of the most popular entertainment and hospitality venues in the city. The development of Champions Square was led by SMG, managers of both the Superdome and Smoothie King Center, and served as the culmination of a campus wide renovation and enhancement effort that began after Hurricane Katrina ravaged the surrounding facilities. Since its completion, Champions Square has served as host of a wide range of events WKDWLQFOXGHFRQFHUWVSULYDWHFRUSRUDWHHYHQWVDQGORFDOIHVWLYDOVDVZHOODVSUHHPLQHQWSUHJDPHDFWLYDWLRQDUHDVIRU events at both the Superdome and Smoothie King Center.
$VDFRQFHUWYHQXH&KDPSLRQV6TXDUHVHUYHVDVDRQHRIDNLQGDPSKLWKHDWHUWKDWLVRULHQWHGLQWKHVKDGRZRIWKH6XSHUGRPH WKDWRIIHUVFRPSUHKHQVLYHVWDJLQJDXGLRYLVXDODQGEDFNRIKRXVHDPHQLWLHV
Champions Square operates as an open venue to all promoters but similar to the future plan for the Greek theatre includes a concert series.
In addition to the exterior plaza, Champions Square offers two hospitality spaces, Club XLIV and Opening Act. Both host private HYHQWVVXFKDVZHGGLQJVDQGFRUSRUDWHHYHQWVDVZHOODVSURYLGHFRQGLWLRQHGSUHJDPHVSDFHVGXULQJ1HZ2UOHDQV6DLQWVSUH game activities and concerts.
FEATURES + Developed, or partnered in the development, of a + 8,000 – Seating Capacity number of new festivals for local residents, including WKH(PULO/DJDVVH·V%RXGLQ%RXUGRQDQG%HHU + 3,500 – Reserved Seating Capacity Festival, King Cake Festival, the New Orleans + 17,900 SF Club XLIV Private Event Space ,QWHUQDWLRQDO%HHU)HVWLYDODQG=DWDUDLQ·V:RUOG·V + 6)2SHQLQJ$FW3UHJDPH+RVSLWDOLW\$UHD Largest Crawfish Boil +6HUYHVDVWKHDUHD·VWRSSUHJDPHDFWLYDWLRQDUHD SIGNIFICANT ACHIEVEMENTS for major athletic events at both the Superdome and Center, most notably for New Orleans Saints home + SMG led the nearly $15 million redevelopment of the games, along with major events such as the Super former New Orleans Centre Mall, which reclaimed Bowl, the Allstate Sugar Bowl, the NCAA Final Four, DWKHQDEDQGRQHGVKRSSLQJFHQWHUWKDWFUHDWHGD WKH1%$$OO6WDU*DPHDQGWKH&ROOHJH)RRWEDOO premier outdoor amphitheater and festival venue Playoff DGMDFHQWWRWKH0HUFHGHV%HQ]6XSHUGRPHDQG Smoothie King Center + Books and hosts a large number of corporate and + Artists appearing at Champions Square in 2015 include private events that incorporate both the exterior plaza Avett Brothers, Boston, 3 Doors Down & Seether, and Club XLIV and Opening Act, ranging from local Marilyn Manson / Smashing Pumpkins, My Morning weddings and receptions to corporate events for Jacket, Christina Perri / Colbie Caillat, Incubus, Mad major clients such as Microsoft, SAP and national Decent Block Party, Australian Pink Floyd and Zedd. professional organizations
+ Successfully led the creation of the Bold Sphere Music at Champions Square concert series that attracts more than 15 mainstream entertainment acts annually
32 SECTION A | OPERATIONAL OVERSIGHT & MANAGEMENT PLAN
CMAC PERFORMING ARTS CENTER CANANDAIGUA, NY
7KH&RQVWHOODWLRQ0DUYLQ6DQG3HUIRUPLQJ$UWV&HQWHU &0$& ORFDWHGDWWKH)LQJHU/DNHV&RPPXQLW\&ROOHJHRSHQHG as The Finger Lakes Performing Arts Center in 1983 by Marvin Sands, founder of Canandaigua Wine Company, and other community leaders.
,QORFDOFRPSDQ\&RQVWHOODWLRQ%UDQGVWRRNDOHDGHUVKLSUROHLQIRUPLQJWKH)ULHQGVRI&0$&DQRWIRUSURILW F organization, which currently owns the venue. The following year, the venue underwent a $13.5 Million renovation which was funded through the sale of 54 VIP boxes and the naming rights to Constellation Brands.
The following year, The Board of Directors of the Center and its President, Virginia Clark, decided for the first time to select a professional facility management firm to operate the venue and awarded the contract to SMG.
During our tenure at CMAC, SMG has worked in conjunction with two different regional exclusive booking partners: 0HWURSROLWDQ(QWHUWDLQPHQW DQGWKH%RZHU\3UHVHQWV SUHVHQW
:HDUHQRZHQWHULQJRXUWKVHDVRQZLWKDVWHOODUOLQHXSWKDWLQFOXGHVDUWLVWVVXFKDV(G6KHHUDQ-DPHV7D\ORU.HQQ\ Chesney, and Santana.
FEATURES + SMG has made continuous improvements to the live + 5,000 covered seats and lawn seating for up to concert experience for patrons including improved 10,000 guests parking and creative concession offerings, and VIP offerings in terms of added club seats, lounges and other + 54 VIP boxes amenities for premium seat holders. SIGNIFICANT ACHIEVEMENTS + SMG has also provided a better experience for performer + Bowery Presents has partnered with SMG and such as Kenny Chesney, Phish, Tim McGraw, and Luke Constellation Brands to take on all of the booking and Bryan who have made a return to CMAC a priority promoting of the summer concert series. because, in their words, “they were treated so well”. + Average per event attendance has risen from 3,400 in + Awarded 2013 Canandaigua Tourism business of the 2008 to 6,800 in 2015 year + Food and beverage per caps have increased from $8 in 2008 to the current average of $13.21 per show
33 SECTION A | OPERATIONAL OVERSIGHT & MANAGEMENT PLAN
SECTION A | 2 - BOOKING PROCESS
OUR BOOKING APPROACH
2XUFRUHDSSURDFKWRERRNLQJLVWRVHUYHDVD´QHXWUDOKRVWµLQZKDWLVFRPPRQO\GHILQHGDVRSHQYHQXHV LHYHQXHVRSHQWRDOO event producers and promoters). This enables SMG to negotiate agreements without conflicts allowing us to procure the most diverse talent and number of events for our managed facilities. This translates into increased booking opportunities and maximum revenues for those we serve. We even apply this model to several SMG amphitheaters and, in fact, are the only facility management firm to do so as discussed above.
In Los Angeles, we and our affiliates have absolutely no conflicts in managing, operating or booking other similar venues. With SMG as your operator, all major and independent promoters will be able to bring shows and events to the venue and we will never have the dilemma or potential conflict of considering how the maximization of the Greek negatively impacts the booking of other venues in the market.
:KHWKHULW·VKRVWLQJWKH6XSHU%RZOZRUOGFODVVEXVLQHVVFRQIHUHQFHVVROGRXWFRQFHUWVRUDORFDOFKDULW\HYHQW60*·VDELOLW\WR secure new and distinctive events through our combination of size, resources, and partnerships is a key element to our success.
CALIFORNIA PRESENCE CALENDAR MANAGEMENT Our strong presence in the western United States with SMG has extensive experience in booking and calendar concert venues that fall directly within the routing patterns management at open venues from our smallest of theaters to of Los Angeles and the Greek Theatre. With more than WKHELJJHVWVWDGLXPVLQWKHZRUOG:HKDYHPDVWHUHGWKHDUW 15 venues in California alone this allows for the following form of managing the venue calendar with holds, challenges advantages: and releases ensuring that we have maximized and populated + Strong local promoter relationships it with the very best touring and local events possible while + maintaining transparency for our clients and a sense of fairness Familiar with the various marketplaces for all of the promoters, agents and producers vying over those + Shared connections through venues precious dates. + Personnel who can provide event & operational support
We believe that this system provides a key advantage to our clients in securing the hottest events early in the routing SMG OPERATED FACILITIES IN CALIFORNIA process before the dates are placed at other competitive venues. It has an internal facing program that constantly alerts our local event teams with booking insight and an event bulletin to give venues as much of a head start as possible in reaching out to the key talent stakeholders. And there is an external facing component where many leading agencies and promoters consistently access the availability of and key data concerning SMG venues through "view only" capability as they prepare to route their tours. This gives SMG venues critical “first look” opportunities as the booking process begins. This one stop approach saves talent representatives a substantial amount of time and ensures that SMG venues are front and FHQWHURQDQRQJRLQJEDVLV
34 SECTION A | OPERATIONAL OVERSIGHT & MANAGEMENT PLAN
SMG THEATER NETWORK These relationships are a product of - A UNIQUE ADVANTAGE FOR SMG’S POSITION AS A ‘NEUTRAL’ FACILITY THE GREEK operator, meaning that we are not exclusively contracted with any one single With such a large inventory of theaters and performing arts live music promoter in our facilities – we FHQWHUV WRJHWKHU´WKHDWHUVµ ZHKDYHDGHGLFDWHGWHDPLQ do business with them all. the SMG Corporate Booking department including a Vice President that is solely dedicated to the booking of our Our ability to secure new and distinctive live music and other theater network. This team works directly with our local and live entertainment events has been a key element of success regional booking staffs to ensure that we are capturing all for our clients. of the best events for our theaters. Many of the events that Although there are a few major promoters who are the most play our larger theaters also play the Greek which becomes prolific in Los Angeles, there are other independent promoters a natural fit within the network. In addition, at our smaller who have unique relationships with talent and are granted the theaters we build relationships with developing acts and right to promote their shows in markets across the country making their representatives early and continue on with them into it critical to maintain relationships with them. We have grown with the amphitheaters and arenas as they become big venue these promoters from small theaters to our largest stadiums and headliners. Being with the acts early in their careers often will ensure that they are made welcome at the Greek. helps secure the date when multiple venues are competing We install local teams who are adept at developing and for the event as is the case in Los Angeles. Comedian Jeff maintaining key relationships with each of these stakeholders on Dunham and TV Star Theresa Caputo are great examples of a daily basis. Although there will be a certain number of nationally artists who began working with SMG in our theaters and now promoted tours at the venue, we know from our experience at regularly perform in our arenas every year. our SMG amphitheaters and researching events at the Greek, that many of the events will be procured by local and regional promoters directly from talent agencies who are responsible for routing the artists through each local market, many of whom are ACTIVE OVERSIGHT AND INTERACTION based right here in Los Angeles. This highlights the importance WITH ALL PROMOTERS of our team being engaged locally, regionally and nationally everyday with the promoters, event producers and agencies and Because of our unrivaled experience and portfolio, no why we will staff the Greek with long term industry veterans who other company maintains the same depth and breadth of already have these established relationships. entertainment industry relationships with event promoters, agents, managers and artists as SMG.
35 SECTION A | OPERATIONAL OVERSIGHT & MANAGEMENT PLAN
COLLABORATIVE TALENT BOOKING SMG LIVE ENTERTAINMENT DIVISION
A majority of the shows that SMG hosts in our California facilities 60*·V/LYH(QWHUWDLQPHQW'LYLVLRQLVIRFXVHGVROHO\RQERRNLQJ are booked and routed out of the Los Angeles offices of Live and programming our facilities with live events. Our dedicated Nation, AEG/Goldenvoice, Nederlander and all of the LA based staff of professionals serve as advocates for SMG facilities agencies such as CAA, William Morris Endeavor, ICM, UTA and ZRUOGZLGHZLWKDPLOOLRQVHDWIRRWSULQW60*ZDs the first many others. Our long and successful history of collaborating with in the industry to be recognized for its innovative approach to these promoters and agents to book larger talent without conflict. event booking. RECENT HISTORY - SMG MARKETS SMG is unmatched in this field as demonstrated year after year
VENUE: Terrace Theater, Long Beach, CA by our Pollstar results. PROMOTERS: Live Nation, AEG/Golden Voice, Nederlander The large number of venues under SMG management ensures SHOWS: Brian Regan, Eddie Vedder and Gabriel Iglesias, Diana Ross, Jim Gaffigan, The Avett Brothers, Jackson Browne and involvement in the booking process long before these tour dates Bonnie Raitt DUHDYDLODEOHWRQRQDIILOLDWHGEXLOGLQJVDQGFUHDWH´ILUVWORRNµ opportunities for our managed venues. Because of our size
VENUE: Save Mart Center, Fresno, CA and strength, SMG works with the executives that plan national PROMOTERS: Live Nation, AEG tours from Live Nation, AEG, and a multitude of other national SHOWS: Bruno Mars, Pink, Jason Aldean, Ariana Grande, Motley DQGLQWHUQDWLRQDOSURPRWHUVRQDQRQJRLQJEDVLVRXWRI1HZ Crue, Tim McGraw, Rascal Flatts, Bon Jovi, Kenny Chesney, VENUE: Stockton Arena, Stockton, CA + 'DLO\FRQWDFWZLWKWKHLQGXVWU\·VNH\GHFLVLRQPDNHUVDJHQWV PROMOTERS: Live Nation, AEG managers and national touring promoters to assist in routing SHOWS: Carrie Underwood and Dierks Bentley events and advocate for dates in SMG venues SMG at the Greek Theatre will continue to build and develop these + Regularly scheduled conference calls with our general deep relationships for the benefit of the Theatre. Of course, the managers on both a regional and national basis to share Greek will also benefit from being a part of our overall California booking information and west coast routing and booking conversations with these + Exchange booking leads and deals, and compare event same long term associates and will be integrated into our Regional experiences and best practices %RRNLQJ'LUHFWRUV·ZHHNO\FDOOVWRVKDUHDQGKHDUWKHODWHVW information on touring artists and shows. + 3ULYDWH60*RQO\PHHWLQJVDWQDWLRQDOFRQIHUHQFHVVXFK as Pollstar Live Conference, International Entertainment SMG ENTERTAINMENT Buyers Association and Billboard Music conference with guest speakers from and collaborations with leading talent agencies and event producers Dedicated department solely focused on event booking with our promoter partners 36 SECTION A | OPERATIONAL OVERSIGHT & MANAGEMENT PLAN NATIONAL PROMOTER AND PRODUCER RELATIONSHIPS + AEG + AC Entertainment + Beaver Productions + BMG + BRE Presents + C3 Concerts + Concerts West + Elite Entertainment + Feld Entertainment + Frank Productions + Icon Concerts + JS Touring + Jam Productions and Jam Theatricals + Knitting Factory + Live Nation + Mills Entertainment + National Artists Corp +1DWLRQDO6KRZV 16 + Nederlander Concerts + Nite Lite Promotions + North American Entertainment Group BENEFITS OF AN + Outback Concerts OPEN VENUE MODEL + Paradigm Agency As a “neutral host” operator of an open venue + Police Productions we work with all promoters and content + Premiere Concerts providers, and are not conflicted in the market, + Red Mountain Entertainment nor compromised by industry dynamics. This further maximizes opportunities for revenues. + Rush Concerts Benefits include: + Tate Entertainment + VEE Corporation + Maximized utilization of the facility + Net revenues flow to venue owner “One thing SMG brings is a + Open access to all promoters SOPHISTICATED AND + Avoids conflicts between user groups WELL-NETWORKED MANAGEMENT TEAM. They’re doing outreach to bring in shows whenever + Facility in control of the booking calendar they can. They’re not sitting around waiting for the phone to ring.” – Gary Bongiovanni, Pollstar 37 SECTION A | OPERATIONAL OVERSIGHT & MANAGEMENT PLAN NATIONAL AGENCY RELATIONSHIPS + Agency for Performing arts + Monterey International + AM only + Opus 3 Artists + The Booking Group + Paradise Artists + Billions Corp + Paradigm Talent Agency + Broadway Booking Office + +&ROXPELD$UWLVWV &$0, Podell Talent Agency + Creative Artists + Progressive Talent + Creative Booking Agency + Pyramid Entertainment + Disney Theatrical Group + Roots Agency + Entourage Talent Associates + SFX + Fleming Artists + SRO Artists + Gersh Agency + High Road Touring + The Agency Group + Hoplight + The Kurland Agency + ICM + The Road Company + IMG Artists + TKO + JS Touring + United Talent Agency + Madstone Productions + Mills Entertainment + WME Entertainment + M.O.B. Agency + Windish Agency 38 SECTION A | OPERATIONAL OVERSIGHT & MANAGEMENT PLAN DIVERSITY IN CONTENT convention centers to book corporate and special events at the Greek Theatre as well. Two of these facilities are right We pride ourselves in taking our local communities down the road including the Long Beach Convention and into consideration when booking the calendar and Entertainment Center and the Ontario Convention Center. considering the range of events that will be presented. We aggressively market and book all of the unique spaces We consistently host top headline talent, developing acts at the facilities we manage, including the premium spaces and local productions at our facilities and all genres from and surrounding parking lots. No other management rock, International, adult contemporary, comedy, R & B, company has the relationships with meeting planners, classical, and everything in between are represented. This is event organizers, promoters, talent buyers and decision especially the case at our theaters, performing arts centers makers than SMG. We are adept at filling available space and amphitheaters where, like the Greek, the size and nature in the venue calendar with these events which will drive of the facilities result in the most expansive annual event additional revenue for the Department. schedules. In fact, we have hosted many of the same events that have been presented at the Greek at our venues as Although we understand that the main focus is to ensure well. We know that there is a long history and success in DFWLYLW\LQWKLVDUHDGXULQJWKHRIIVHDVRQZHZLOODOVRWDNH the presentation of Latin, Korean, Indian and Persian events advantage of bringing these types of events when they fit LQWKHPDUNHW WRQDPHDIHZ DQGZHZLOOFRQWLQXHWRHQVXUH within and are additive to the concert calendar during the that these and other communities are well represented in the season as well. Events may include for example: concert schedule as we have successfully done at our other venues throughout the region. And with as much diversity + Corporate & Private events in programming that has occurred at the venue over the + Award shows years, we see an opportunity to go even further into country, + Movie premieres Christian, and R&B/Hip Hop, especially under the open + Family shows venue model. + Comedy shows + Dance Presentations A few of the marquee entertainers that SMG has routed + Special events into our amphitheaters in 2015 include James Taylor, Susan + Cultural and Community events Tedeschi & Derek Trucks Band, Robert Plant, Santana, Gregg Allman, Avett Brothers, Idina Menzel, Dierks Bentley, + Festivals Willie Nelson, ZZ Top, and Lindsey Stirling. Many of these are also playing the Greek and for those who are not we would SMG ADVANTAGES: use our regional and national leverage to advocate for the Greek. + SMG manages more facilities than any other firm OTHER PRESENTATIONS AND EVENTS + SMG is the only firm to manage 'open venue' A key to our success is maximizing revenue opportunities amphitheaters WKURXJK\HDUURXQGHYHQWVEH\RQGWKHVHDVRQDOFRQFHUW + SMG has a strong California venue presence schedule. We are adept at penetrating the local market and + developing key relationships with event producers who bring SMG has strong existing relationships with LA based promoters ORFDODQGFRPPXQLW\HYHQWVWRWKHIDFLOLW\ GLVFXVVHGPRUH under Section A | 28 ). Our goal is to expand and amplify the + SMG will bring more independent promoters already great inventory of special events that have been hosted to the Greek at the Theatre, especially with respect to corporate and private + SMG has more experience with iconic and events and family shows. historic Venues + SMG has more California resources in the In addition to tapping our Live Entertainment Division which corporate and convention market to deliver acts as a direct conduit to national special event producers, we special event are singularly positioned to leverage our industry leading 74 39 SECTION A | OPERATIONAL OVERSIGHT & MANAGEMENT PLAN SECTION A | 3 - FOOD & BEVERAGE OVERSIGHT We possess a deep understanding of the critical + Event Day performance audits importance a food serve operation has on both the guest + Post even walkthroughs H[SHULHQFHDQGDYHQXH·VILQDQFLDOSHUIRUPDQFH$V IRRGVHUYLFHLVLQWHJUDOWRSUDFWLFDOO\DOO60*PDQDJHG + Weekly organizational meetings venues, we have developed industry best practices in food + Quarterly performance meetings with senior leadership service oversight that maximizes results for our Clients. In the case of the Greek Theatre, SMG understands that the PERFORMANCE CRITERIA Department will retain the contractual relationship with the Performance in the delivery of food service is critical to )DFLOLW\·VIRRGVHUYLFHSURYLGHUDQGWKDWWKHIDFLOLW\PDQDJHU the success of the facility. Although food service may will be charged with ensuring contract compliance. EHSHUIRUPHGE\DWKLUGSDUW\FRQWUDFWRUZHWDNHWKH approach that they are part of our management team in Be it food service providers or other third party contractors, terms of meeting key performance measures. In order to 60*·VVWUHQJWKLQWKHPDUNHWSODFHSURYLGHVOHYHUDJH properly manage performance, we employ a variety of with third party vendors to ensure the most favorable methods and techniques, some of which are described arrangements for the efficient operation of the Greek below. Theater. CONTRACT ADMINISTRATION: SMG APPROACH Qualitative • Customer service standards 60*·VDSSURDFKWRIRRGDQGEHYHUDJHRYHUVLJKWLVRQH • Product quality that focuses maintaining a high quality food service • Operational efficiencies/speed of service operation, while maximizing returns for our Clients. To • Asset/Equipment protection accomplish this, we have developed an evaluation program that provides ongoing operational oversight along with the performance benchmarks that tie directly to our food Quantitative service operations management fee entitlements. • Profit margin benchmarks • Per capita benchmark EVALUATION PROGRAM METHODOLOGY • Unit sales/1,000 patrons Specific SMG personnel will be assigned to monitor contract compliance, measure quality control and conduct WKHRQVLWHHYDOXDWLRQV7KHIROORZLQJDUHVRPHRIWKH methods we use in evaluating performance. 40 SECTION A | OPERATIONAL OVERSIGHT & MANAGEMENT PLAN SECTION A | 4 SPONSORSHIP & BOX SEATS SPONSORSHIP PREMIUM SEATING PROGRAM We have partnered with Los Angeles based Premier In our amphitheaters, we currently manage programs that Partnerships to market and sell sponsorship at the LQFOXGHER[VXLWHVVHDVRQVHDWVVHULHVDQGPXOWLHYHQW Greek. Premier Partnerships is a sales and advisory packages, seat licenses, and VIP packages. In conjunction firm specializing in the development and execution of with the sale and servicing of box seats and other premium customized commercial sales strategies for special offerings, SMG is expert in packaging other amenities such events, top tier facilities. The SMG/Premier team will as the sale of exclusive hospitality areas and parking, a work collaboratively to build out a commercial sales QDWXUDOXSVHOODQGDGGHGYDOXHWRVSRQVRUVFRPSDQLHV SURJUDPEDVHGRQFXUUHQWRQVLWHVSRQVRUVKLSLQYHQWRU\ and fans looking for that total VIP experience. VLJQDJHHQWLWOHPHQWDUHDVHWF DVZHOODVLGHQWLI\LQJ DQGFUHDWLQJQHZVSRQVRUVKLSDVVHWVRQVLWHDQGLQ 2XUPRGHOSURSRVHVWKUHH VHSDUDWHSUHPLXPVHDWLQJ WUDGLWLRQDODQGRQOLQHPHGLD options, which are designed to maximize revenue for the Department while maintaining a proper balance between SUHPLXPDQGQRQSUHPLXPVHDWLQJ The 3 options are as follows: SMG believes that there is significant revenue potential + %R[6HDWV $QQXDO (YHQWGD\6DOHV in both the sponsorship and premium seating categories + 3HUVRQQHO6HDW/LFHQVHV 36/V and we are ready to deploy significant resources to + ensure the highest quality programs yield maximum VIP Seating Packages revenue for the Department. To market and sell our premium seating inventory, we plan to deploy a local SMG team at the Greek on a full time, annual basis who are expert in these programs. )RUPRUHLQGHSWKLQIRUPDWLRQUHJDUGLQJRXUDSSURDFKWRPD[LPL]LQJVSRQVRUVKLS SUHPLXPVHDWLQJUHYHQXHV please see Section C. 41 SECTION A | OPERATIONAL OVERSIGHT & MANAGEMENT PLAN SECTION A | 5 V.I.P. AREAS SMG takes great pride in creating magical experiences VIP guest services in areas such as, the Redwood Deck, and great memories for all our guests, both during the Zeus Bar and the VIP lounge at the lower Zeus Deck, as performance itself and while at the venue. Our staff is applicable. trained to provide complete satisfaction. Similar to SMG + SMG will cover the expenses of the Premium Program managed facilities, the Greek will offer VIP services and Manager and VIP fulfillment costs out of its twenty five programs for the folks who are interested in the added SHUFHQW VKDUHRIJURVVSURFHHGVUHDOL]HGIURPWKH amenities, including VIP seating, special food offerings, sale of box seats, PSLs and VIP seats. special parking and entry privileges and exclusive access to VIP spaces at the venue. Our management plan for the For more detailed information on our proposed premium VIP areas and programs at the Greek include the following: VHDWLQJSURJUDP ER[VHDWV36/VDQG9,3VHDWV SOHDVH refer to Section C. + A Premium Program Manager who will be dedicated to oversight and supervision of the sales, marketing and fulfillment of all VIP and premium programs. + 2QVLWH9,3JXHVWVHUYLFHVVWDIIIRUHYHQWVZKRZLOOVHUYH as 'VIP concierge' to ensure delivery and fulfillment of 42 SECTION A | OPERATIONAL OVERSIGHT & MANAGEMENT PLAN SECTION A | 6 EVENT SERVICES With SMG, the Greek Theatre can trust their events will be professionally managed and their guests will have an outstanding SMG’S EVENT PERSONNEL HAVE experience. We aim for seamless service delivery. Our skilled EXPERIENCED SOME OF THE employees, vast network of facilities and unique resources help us to DFKLHYHRXUJRDORISURYLGLQJDKLJKTXDOLW\DQGFRQVLVWHQWHYHQWGD\ LARGEST EVENTS IN THE WORLD, experience for everyone who walks through the gates. INCLUDING NFL SUPER BOWLS, NCAA FINAL FOURS, AND NBA Our comprehensive management processes make us the best in the business. We leave nothing up to chance. Event managers are ALL-STAR GAMES, MAKING FURVVWUDLQHGRQDOOIDFLOLWLHVDQGDOOHYHQWW\SHV7KH(YHQW0DQDJHU THEIR PROFESSIONAL EXPERTISE is the single point of contact for the Promoter. All aspects of the AND EXPERIENCE SECOND TO event are identified and communicated to staff and subcontractors NONE. WE UNDERSTAND THE through the event work order system. Our event management system tracks all expenditures, resources and labor to accurately IMPORTANCE OF THE GUEST forecast event costs for the client. Managing expectations and EXPERIENCE, AND WOULD PLACE hosting successful events requires teamwork, communication and THE HIGHEST LEVEL OF EMPHASIS a trained and professional team. Event Services conducts weekly meetings with staff and all subcontractors to become fully informed ON METICULOUS TRAINING of the event activity on site. AND MANAGEMENT TO ENSURE SEAMLESS EVENTS. Please see Section B for more detailed information about SMG's Event Services 43 SECTION A | OPERATIONAL OVERSIGHT & MANAGEMENT PLAN SECTION A | 7 EVENT CLEANING Guests attending events at the Greek Theatre have come to Scope of Services expect a clean facility as part of their experience. Through + Daily cleaning of common areas, offices and experienced and professional janitorial initiatives, SMG will HPSOR\DTXDOLILHGWKLUGSDUW\VXEFRQWUDFWRUWRSURYLGHHYHQW support areas cleaning services pre, during and post event to keep the + Post event cleaning Greek Theatre's property and its reputation impeccable. + Escalator/elevator cleaning JANITORIAL SERVICES + Hard surface floor care All personnel are trained and supervised in accordance + &DUSHWFDUHLQDFFRUGDQFHZLWKPDQXIDFWXUHU·V with housekeeping standards and methods established by recommendations SMG. The third party contractor will be required to maintain + Event housekeeping staff a work order system to schedule daily, periodic and event cleaning tasks. SMG will carefully supervise the cleaning + Provide and maintain in good working order all VXEFRQWUDFWRUWRHQVXUHDIXOOXQGHUVWDQGLQJRIWKHHYHQW equipment necessary to perform services requirements and the schedule allotted for completion of their + Provide all management, supervisory and custodial WDVNV60*·V2SHUDWLRQV0DQDJHUZLOOVXSHUYLVHVWKHVHUYLFH agreement and measure performance and quality of service. personnel Housekeeping personnel are staffed and deployed + Provide all cleaning supplies DFFRUGLQJWRWKHIDFLOLW\OD\RXWDQWLFLSDWHGSDWURQV·QHHGV + Maintain inventory of paper products, submit purchase and type of event. The quantity of personnel used for requests to SMG for paper products restocking events varies based on factors including: anticipated attendance, type of event, type of food and beverage, + &OHDQDQGPDLQWDLQDOOJODVVEHORZ· amount of food and beverage expected to be sold, catered + Maintain entrance mats event or concessions and history of the event. + Collection and disposal of waste "DO AN OUTSTANDING JOB OF + Collection and proper disposal of recycled materials CARE-TAKING, MAINTAINING AND + Complete special projects as assigned by SMG UPDATING THE VENUE, NOT TO MENTION KEEPING IT FRESH AND CLEAN" For a more detailed description of the personnel - TIM COST, PRESIDENT, required to perform these tasks please see section B JACKSONVILLE UNIVERSITY of the event services staffing plan. 44 SECTION A | OPERATIONAL OVERSIGHT & MANAGEMENT PLAN SECTION A | 8 - FINANCIAL REPORTING At SMG, we believe that operating with financial transparency + Yearly Budgets is one of the single most important roles we undertake when + Purchasing Strategy managing a facility. We demand not only high standards of ourselves, but also of the vendors and stakeholders involved +6KRUW7HUP,QYHVWPHQW6WUDWHJ\ LQHQVXULQJDYHQXH·VILQDQFLDOVWUHQJWK + Capital Improvement Planning We provide resources in the following areas to ensure timely + Financial Systems/Internal Controls and accurate financial reporting: + Comparisons to Budget and Prior Results + Internal Controls + Cash Flow Management + Risk Management and Insurance +&RQWUDFWV WHQDQWVVXEFRQWUDFWRUVHWF + Data Processing + Cash Management FINANCIAL STATEMENTS + Audit Procedures In addition to our participation in the annual audit, and at the discretion of the Department, an annual audit by EVENT TIME AND ATTENDANCE TRACKING an independent accounting firm, we also maintain audit support in the form of dedicated staff whose only job is to :HKDYHDQLQGXVWU\FXVWRPL]HGILQDQFLDODFFRXQWLQJDQG reporting system. This system is tailored to meet the specific review the financial operations of our facilities in order to needs of the Facility. It has the ability to meet our mutual find opportunities for improvement. Internal audit reviews reporting needs, as well as, provide information useful are conducted regularly and often unannounced. The in making sound management decisions. We work on a UHYLHZVZLOOHQVXUHDGKHUHQFHWRRXUDQGWKHFOLHQW·V preferred basis with nationally recognized vendors of payroll standards regarding all Theatre personnel, operations and time and attendance systems. These relationships exist DQGWKLUGSDUW\FRQWUDFWRUV7KHJRDOLVWRUHYLHZDQG due to both the high quality of the product provided and the DGGUHVVDOODUHDVWDQJLEO\DIIHFWLQJWKH7KHDWUH·VILQDQFLDO preferential pricing we enjoys as a result of our sizes. performance and our responsibilities to the client. Our knowledge, resources and flexibility are available to CORPORATE AND REGIONAL SUPPORT the Facility to meet your unique financial management Our Corporate Center Accounting Team provides support DQGUHSRUWLQJQHHGV2XU7KHDWUHEDVHGDQGFRUSRUDWH and guidance in all areas of financial administration and finance staffs are dedicated to working with you on an works closely with the Venue's Finance Department in the ongoing basis to remain at the forefront of industry financial development of: management practices and systems. 45 SECTION A | OPERATIONAL OVERSIGHT & MANAGEMENT PLAN FINANCE AND ADMINISTRATIVE SYSTEMS Information regarding cash management and banking AND PROCEDURES procedures is contained in the Finance Department We accept the highest level of fiduciary responsibility and Procedures Manual. It is available upon request. accountability to the clients we serve. Our ability to meet that standard is unique in the industry. FACILITY ACCOUNTING SYSTEMS - MONTHLY FINANCIAL STATEMENT REPORTS + Our Corporate Finance Department provides supervision + Monthly Event Income: Income broken down by event and support in all fiscal areas including internal controls, reflecting major revenue categories for each. risk management, data processing, audit and cash management. A comprehensive accounting manual + Statement of Services Income: Schedule of revenues created by our financial professionals offers the staff at billed to clients and associated expenses to the facility our facilities a complete set of procedures and policies to measuring effectiveness of the event management staff be followed. in the billing of services. + When a facility joins our network, its monthly financial + Event Income Statement: Accumulation of expenses VWDWHPHQWLVIRUPDWWHGWRFRPSO\ZLWKERWKWKHFOLHQW·V and revenues for all events during the year. Identifies requirements and our standards. This ensures that individual expense and revenue categories that have the revenues are collected for each event and enables significantly changed from budget or from the prior year. us to identify weak areas and evaluate changes to Provides information on profitability of all revenue centers improve performance. A standard payroll system is within the events. also implemented to make sure that all labor related + expenses for a particular event or project are recorded YTD Event Summary: Allows the operator to see the total number of events within any specific category and appropriately. the total event income generated by those categories. + Internal audit reviews are conducted annually, often unannounced, and address all areas tangibly affecting + Departmental Income Statement: Detailed listing the bottom line: box office, concessionaire operations, of expenses by department. Allows the operator to cash management, payroll, purchasing, etc. These determine if individual department heads are staying DXGLWVH[DPLQHWKHIDFLOLW\·VRSHUDWLRQIRURSSRUWXQLWLHV within their budget constraints. to improve. + Indirect Expense Summary: Category 1 includes all + Our management team, with input from our client and H[SHQVHVUHODWHGWRLQKRXVHODERUFRVWV&DWHJRU\ key corporate administrators, prepare yearly statements 2 is materials and services which breaks out all other of facility objectives, which are then incorporated into expenses. This allows the operator to determine if overall fiscal yearly plans encompassing issues such as cash goals for expenses are being met. IORZPDQDJHPHQWVKRUWWHUPLQYHVWPHQWVWUDWHJLHVWD[ + Annual Reports: Includes the budget, financial planning and payroll administration. statement, cash flow forecast, marketing/capital + Yearly budgets, including capital improvement requests, improvement/repairs and maintenance plans. The are submitted to our governmental partners for review Budget serves as the primary document for setting and approval. They contain a condensed income financial management goals and objectives for statement, an event analysis, and a management fee the fiscal year. It also provides the Theatre with calculation, along with key facts, assumptions, and trend a forecast of cash requirements for the facility. analysis on which the budget was based. This document is put together with input from all +:HDOVRSUHSDUHDQQXDODQGPRQWKO\FDVKIORZ departments with the objective of identifying all projections so that appropriate funding is obtained. sources of revenues and expenses. Our Finance Department has established a + standardized box office sales report to track sales for Facility Annual Report: Provides the Facility with an ticketed events in the months and weeks before the accounting of the activities of the facility for the prior year events. These “flash” reports provide a snapshot of as well as a brief preview of the year to come. This report each event and its success, along with monthly cash will typically include sections related to meeting such forecast which allows us to monitor adherence to our goals as local management involvement with community policies and procedures for controlling cash to ensure organizations. Annual reports typically include the annual maximization of investment earnings. reports listed in the paragraph above. 46 SECTION A | OPERATIONAL OVERSIGHT & MANAGEMENT PLAN BUDGET OVERVIEW THE BUDGET PROCESS We view the budgeting process as an important tool for Developing a budget requires fact gathering, analysis overall facility management. We will work closely with the and judgment. Some information is obtained from actual Department to develop a specific operating budget plan for experience, some by inquiry and some by intelligent the Greek. Furthermore, we will adhere very closely to the assumption. The Finance Manager is responsible for the policies and procedures with regard to the budget for the information collection and works with the General Manager, Greek as well as seeking the most competitive bids for goods all department heads and SMG Corporate staff. The following and services. outlines the basic information compiled for the budget: In developing the budget for the Greek, we will strive to always +(YHQW3URJUDPPLQJHYHQWW\SHVDQGDWWHQGDQFH include: + Event Related Income: + The Department's goals for the venue • Rental and Services Income • Food and Beverage Income +7KHLPSDFWRI60*·VH[SHULHQFHDQGSURJUDPV • Novelty Income +60*·VNQRZOHGJHRIWKHLQGXVWU\DQGLWVLPSDFW • 2WKHU,QFRPH ,QWHUHVW6SRQVRUVKLSV7LFNHW Incentives & Other) + The dynamics of the local market + Expenses: The end result of our process is a specific, targeted budget • Salaries Administrative plan for the Greek that incorporates all of the above. :DJHVPDLQWHQDQFHFXVWRGLDOVHFXULW\HYHQW coordinators, etc. 3DUWWLPH:DJHV THE BUDGET PACKAGE IS FLEXIBLE • Payroll taxes Our facilities have budget packages ranging in size, and demonstrating the flexibility and customization implemented at • Employee Benefits the request of our clients worldwide. This flexibility will ensure • Venue Marketing and Advertising the Department receives the information at the level desired. • Liability Insurance 47 SECTION A | OPERATIONAL OVERSIGHT & MANAGEMENT PLAN SECTION A | 9 - MARKETING & PROMOTER COLLABORATION EVENT MARKING their tours throughout the region and that the venue 60*·VORFDODQGQDWLRQDOWHDPVKDYHH[WHQVLYH secures a robust annual schedule of diverse events. experience in the marketing of all types of live SMG is uniquely positioned to leverage all of its other entertainment from headline tours to family shows venue operations up and down the west coast in this to cultural events and everything in between. Event regard. Every time we are having a conversation with marketing directly impacts sales to an individual event the stakeholders about routing and booking our other or series of events and choosing the right advertising venues, we will make the Greek a key part of those channels and building the right budget can make the discussions. We have the longest operating history in GLIIHUHQFHEHWZHHQVHOOLQJZHOODQGVHOOLQJRXW:H know how to reach the consumer. This is really the key the State having managed major municipal and private considering the number one reason fans say that they venues since 1980, including right here in Los Angeles missed their favorite artists is because they simply at the Forum. Since that time we have marketed and GLGQ·WNQRZWKH\ZHUHLQWRZQ hosted thousands of events. FACILITY MARKING To maximize our marketing reach and penetration, we ZLOOGHGLFDWHDORFDOPDUNHWLQJPDQDJHURQVLWHZKRZLOO In addition to event marketing, our teams have a become integrated within the local community, expert deep understanding of marketing our client venues RQDQRQJRLQJEDVLVWRDOORIWKHNH\VWDNHKROGHUV in the venue and its event inventory and tied to all of including artists, managers, agents, event producers these key stakeholders and media outlets. This position and promoters to ensure that the Greek remains a is budgeted in our operations and management staffing PXVWSOD\YHQXHZKLOHIRONVDUHURXWLQJDQGERRNLQJ plan provided in this proposal. 48 SECTION A | OPERATIONAL OVERSIGHT & MANAGEMENT PLAN REGIONAL SUPPORT + We also provide quality resources to our Marketing efforts for the Greek Theatre will be marketing directors: spearheaded by the local marketing manager with • Biweekly conference calls support from the regional marketing director, Mitzi Evans. In order to achieve all marketing goals, the • National marketing meetings and training regional marketing director will: • Event marketing checklists to identify issues + Hold monthly marketing calls to share information and and secure results best practices • Standardized procedures for sales and event + Make national calls on ticket sales, tour specific management projects, or other unique initiatives + Create cooperative trade advertising in local, regional, • Webinars on timely topics and national publications to ensure visibility of the Greek Theatre +8WLOL]H60*·VFRPSUHKHQVLYHGDWDEDVHRIPDUNHWLQJ information to effectively and efficiently achieve marketing objectives SMG Regional Marketing Directors JimJim McCue McCue JohnJohn Bolton Bolton Bob Papke CORPORATE SeniorSenior Vice Vice President, President, ViceVice President, President, Live Vice President, SportsLive Entertainment & Entertainment EntertainmentLive Entertainment - Arenas - Arenas Live Entertainment - Theaters Cheryl Cohen Dunkin’ Donuts Center Providence, RI Mitzi Evans Save Mart Center Fresno, CA Liz Flynn John Paul Jones Arena Charlottesville, VA Nina Jackson NRG Park Houston, TX 49 SECTION A | OPERATIONAL OVERSIGHT & MANAGEMENT PLAN MARKETING TECHNIQUES + Utilize all elements of traditional media: Print, radio, TV/cable/satellite. At open venues, we often support promoters and event producers with respect to the advertising of their shows. PUBLICITY 7KHOHYHORIDVVLVWDQFHIURPWKHYHQXH·VPDUNHWLQJWHDP depends on the market and the amount of promotion + Support and stimulate ticket sales efforts. experience the promoter has within it. In the case of the + Educate/remind the public that the theater is a Greek, we expect that a substantial number of events will desirable and exciting live entertainment destination be produced and marketed by players which have a large with plenty of parking. presence and deep experience within the Los Angeles + Target industry publications such as Billboard, Venues marketplace, with several having their home offices Today, and Pollstar issues on regional spotlights. here. However, there are a number of other promoters + who have unique relationships with touring artists Create a memorable gift or amenity for performers and promoters that supports hospitality and can as discussed above who can use a helping hand in generate publicity opportunities. marketing their events. + &RQGXFWEXLOGLQJWRXUVJLYLQJEDFNVWDJHDFFHVVWR We help maximize ticket sales for each event by press and the community. developing a comprehensive marketing plan that + Create PR Campaign to supplement the paid includes: advertising for events. EVENT MARKETING + Pitch local broadcast news teams on producing stories on the progress of the Greek Theater and + Develop relationships with promotions and sales highlight booking successes. managers at all media outlets. + Maintain ongoing personal contact with local news, + Develop relationships with media outlets regionally. business, entertainment, and sports reporters to + Create a Partnership Program to include added ensure repeated coverage. value through event promotions, mobile platform + Send out releases to local newspapers and trades FRPPXQLFDWLRQVDQGWKLUGSDUW\WLHLQV when a significant booking is made. + Observe and initiate newest marketing trends, media, and strategies in the industry. SAMPLE ADS + 0DLQWDLQZLQZLQUHODWLRQVKLSVZLWKDOOPHGLD + Attend industry conferences to talk with promoters about the facility. + Create an advertising program that stretches the SURPRWHU·VDGYHUWLVLQJEXGJHWIRUVKRZVE\FUHDWLQJ a strong synergy between local and regional media outlets, community partners and venue partnerships. + 6HUYHDVDQLQKRXVHDGYHUWLVLQJDJHQF\IRUDOO shows. Driving more shows and greater attendance. VENUE ADVERTISING AND TRADITIONAL MEDIA + Increase awareness of the theatre and its events. + Support events with increased awareness and drive attendance. + Create an advertising and branding campaign for regional and national media. + Develop new ad art promoting region and facilities in general. + Place media schedule in support of the campaign on both the regional and national levels. 50 SECTION A | OPERATIONAL OVERSIGHT & MANAGEMENT PLAN TRADITIONAL VS DIGITAL + Monitor event feeds, allowing for interaction with customers and a chance to respond as well as build + SMG venues use any tool available to reach your awareness and interaction audiences and drive ticket sales. The research shows +&UHDWHHPDLOPDUNHWLQJFDPSDLJQVIRFXVHGRQ that the influencers are changing especially among )DFHERRNWRWRSWLHUFXVWRPHUVZKRXVHWKHIDFLOLWLHV millennials. You need to be in the digital space in a giving them a preferred service if they “like” Premier serious way. SMG uses all the new spaces synced to Anaheim. the demographic used to ensure success. PINTEREST SOCIAL MEDIA + Create followers and follow others, including vendors, 6RFLDOPHGLDLVWKHPRVWFRVWHIIHFWLYHWDUJHWHGDQG drawing people to the facility page. measurable source of driving awareness. It has the capability of reaching exponential networks of + Pin images promoting events at the facility, customers, with minimal staff required to participate in showcasing the capabilities of locations for various the electronic conversation. Among the ways Premier types of events. leverages these advantages are: + This site is particularly popular with brides and event planners, targeting the wedding and social market. + Create promotions that allow you to build your + Has the ability to reach an infinite audience as images customer data base for future promotions, brand awareness, advertising and updates. FDQEHUHSLQQHGRQRWKHUVSDJHV + Develop the social media presence to be able to reach a large audience and establish the PLUS! “personality” of the facility. + Vine + Snapchat FACEBOOK + tumblr + Create a fan base, run promotions and contests. + Instagram + Create Facebook ads for upcoming events to help DEVELOPING THE MARKETING PLAN increase attendance or sell tickets. + Adding our Facebook profile to business cards, The marketing game plan for events changes dramatically per show. Various show aspects are considered prior to + HPDLOVLJQDWXUHVQDSNLQVFXSVHWFWRKHOSGULYHWKH advertising to determine the outcome of the overall campaign. fan base. These aspects are then correlated to an extensive list of +&UHDWHHPDLOPDUNHWLQJFDPSDLJQVIRFXVHGRQ advertiser profiles to conclude where money will be deployed )DFHERRNWRWRSWLHUFXVWRPHUVZKRXVHWKHIDFLOLWLHV and why. Some standard considerations include: defining giving them a preferred service if they “like” Premier the target market and actions to reach it; timing of the event Anaheim. including competing events at other venues; designing the + Post status updates to include posting of photos and ad budget in light of anticipated sales; choosing the best videos of events keeping people interested, while also PHGLXPVERWKLQWUDGLWLRQDOPHGLDDQGRQOLQHDQGDOORFDWLQJ establishing the brand. the budget; and leveraging all of our other assets at the Greek and in the market including sponsor and vendor support and SURPRWLRQDOWLHLQV$QGRIFRXUVHDOORIWKLVLVFRQGXFWHGZLWK YOUTUBE AND FLICKR the input of our presenters to ensure a marketing plan that has the benefit of the combined experience of our team and theirs. + Create YouTube and Flickr accounts to house videos We do a great job and they come back to the Greek with the and pictures of events, customers and information. same or other artists/events that they represent. Of course, the additional expense for this service will be billed back to the promoter as a show expense, but more importantly our ability TWITTER to pump up sales and, in turn, the number of events hosted + Allow customers to engage in more of a conversation at the venue will generate more income for the Department RQOLQHLQVWHDGRIDPRQRORJXH and improve our ability to generate more sponsorship and box seat sales as well. + Cross promote Facebook through Twitter. 51 SECTION A | OPERATIONAL OVERSIGHT & MANAGEMENT PLAN VENUE MARKETING + Having said that, we will also do direct advertising and promotions to promote the venue to ticket buyers Increasing event activity is one of the main goals for any including annual and special announcements promoting YHQXHDQGZHFRQVLVWHQWO\HQVXUHWKDWRXUPDQDJHGIDFLOLWLHV· WKHXSFRPLQJVHDVRQRIHYHQWVRUXQLTXHRQHRINLQG attributes are emphasized to the ticket buying community and HYHQWVWKDWDUHQ·WRIIHUHGDQ\ZKHUHHOVH WKHLQGXVWU\RQDQRQJRLQJEDVLVVRWKDWWKHYHQXHEHFRPHV as much a part of the allure as the event itself. No doubt the +$QGZHZLOOOHYHUDJHRXUVSRQVRUVKLSWHDPWRFUHDWHWLH iconic Greek Theatre is already an internationally renowned, in promotions that build the brand of our sponsors and PXOWLDZDUGZLQQLQJYHQXHEXWDOVRVLWVLQRQHRIWKHWRSOLYH the Greek at the same time. entertainment markets in the world and potentially the most FRPSHWLWLYH9HQXHPDUNHWLQJLVDEVROXWHO\HVVHQWLDODQGRQ Industry going outreach to event planners, promoters, producers and +&DSLWDOL]HRQ60*·VH[WHQVLYHUHODWLRQVKLSVZLWK agents on a national and international basis is mandatory to promoters, agents and managers internationally to ensure a steady stream of top quality headline entertainment. bring awareness to the facility and increase bookings They have a choice on where they perform and we simply by routinely making direct contact with these decision need to be the best in terms of operations, production, makers, and promoting its success rate and unique customer service, marketing and sales, but also must positioning in the market as the must play venue. continuously remind them that we are. + Increase and continue positive image of the facility as a desirable destination by developing public relations DEVELOPING AND IMPLEMENTING THE efforts with national trade organizations highlighting VENUE MARKETING PLAN successes and milestones. + Highlight the competitive edge over surrounding Each year, a local and national marketing plan will be facilities resulting from our full menu of marketing created and implemented to position the Greek as a support to event promoters that they receive when ¶PXVWSOD\PXVWDWWHQG·ORFDWLRQ7KH*UHHNLVFOHDUO\ booking a show at the Greek. an established landmark in and around the City of Los Angeles. As noted above, however, ticket buyers have a + Weekly meetings and calls with SMG executives and lot of choices when it comes to entertainment offerings facility managers part of SMG Worldwide to gain leads and where they want to see them. We know that the more on new tours and routing of artists both here and they come, the more the Greek will become their venue overseas. of choice. Our local marketing team at the Greek will also + Educate potential clients and promoters on the strong benefit from our dedicated corporate marketing resources market conditions of the location and surrounding at SMG Worldwide, an invaluable advantage as we areas by highlighting the facilities assets in all reach out to all of the key stakeholders on a national and advertising and outreach efforts to promoters and LQWHUQDWLRQDOEDVLV$QGLW·VQRWRQO\DERXWWKHSODQEXWWRS agents outside of the Los Angeles area. QRWFKH[HFXWLRQ+HUH·VDVDPSOLQJRIKRZZHGRLW + Place advertisements in major trade publications such as Pollstar, Venues Today and Billboard. Local and Regional Ticket Buyers + Sponsor aspects of industry conferences such as + In addition to headline touring acts, we believe that it 3ROOVWDU,(%$ ,QWHUQDWLRQDO(QWHUWDLQPHQW%X\HUV LVFUXFLDOWRKRVWDPXOWLWXGHRIFRPPXQLW\DQGPXOWL Association) and Billboard. cultural events at the facility in order to achieve this + Attend conferences and capitalize on the networking unique relationship between the venue and its patrons opportunities. and we are committed to doing the same as we do at all +&RQVWDQWO\SURPRWHVHOORXWVKRZVDQGDFKLHYHPHQWV of our other facilities. to keep the facility top of mind. +,W·VQRWRQO\DERXWEHLQJDJRRGQHLJKERUEXWDQ + Create a call list to be contacted monthly about effective marketing approach that transcends traditional upcoming tours and events. advertising and marketing techniques and is designed to secure brand loyalty and bring new potential customers + Develop and distribute collateral materials including to the venue who become loyal fans of the Greek. promoter/agent and event planner brochures targeting WKHLUUHVSHFWLYHVHJPHQWVDQGERWKWUDGLWLRQDODQGRQ line promotional pieces highlighting the venue. 52 SECTION A | OPERATIONAL OVERSIGHT & MANAGEMENT PLAN PROMOTER COLLABORATION Once the initial booking is secured, SMG executives begin advancing the date with a promoter representative. Every event has its own life cycle. It starts with talent and Because of its size and footprint SMG has relationships their team conceiving the idea to go on tour; agents and with agents and tour mangers. In many cases that leads managers assessing the potential success of the tour by to SMG venues serving as rehearsal venues for major having dialogue with promoters and venues; agents and tours. Some examples including some of the biggest promoters considering routing options and reviewing past tours that have rehearsed in SMG venues include performance by market and having discussions regarding -XVWLQ7LPEHUODNH /RQJ%HDFK&DOLIRUQLD 7D\ORU6ZLIW the same and putting holds on key venues; confirming the %RVVLHU&LW\/$ /XNH%U\DQ 3HRULD,/ DQG0DGRQQD tour dates; putting the events on sale; marketing, promoting /RQJ,VODQG1< %HFDXVHRIWKHVHUHODWLRQVKLSV and ticketing the shows; advancing the shows and SMG will have tour information at the initial point, giving ensuring production requirements SMG General Managers an are met; presenting the shows information advantage. SMG is well and managing all stakeholders experienced on advancing shows throughout; and settling the in the areas of production, ticketing, shows and making sure the artist, and artist rider needs. We will bring management and promoters that advantage to the Greek Theatre are all satisfied and had a great when collaborating with promoters experience. and advance a show. Our collaboration with promoters As a tour begins, SMG will use through the steps: 28,000 EVENTS its internal network among its 1.5 MILLION General Managers to share show + Tour conception SEATS 58 MILLION information in advance. This + Tour Assessment GUESTS allows our managers to know $1.5 BILLION + Vetting routing options and TICKET SALES about tour production information, potential success; placing the The worldwide leader in venue management. LHVLJKWOLQHVDUWLVWLQWHUDFWLRQ FOR MORE INFORMATION CONTACT: JIM MCCUE BOB PAPKE JOHN BOLTON Senior Vice President, SMG Entertainment Vice President, Theatres Vice President, SMG Entertainment security needs,) audience holds [email protected] [email protected] [email protected] BOB BELBER \ North East JERRY GOLDMAN \ Mid Atlantic CYNDEE PENNINGTON \ South East LQIRUPDWLRQ DUULYDOWLPHVIRRG + Confirming the tour dates [email protected] [email protected] [email protected] RICH MACKEIGAN \ Mid-west JOHN HUGHES \ Texas STEVE TADLOCK \ West [email protected] [email protected] [email protected] and merchandise activity) show +(YHQW2Q6DOH length, and other key details. + Marketing, promoting and This information flow makes for ticketing the shows more precise preparation and smoother event execution. Promoters trust the SMG brand when choosing and then + Advancing the shows coming to a venue. This confidence leads to more events + Presenting the shows and managing the stakeholders and greater revenues in SMG managed venues and better throughout outcomes for the communities in which our venues reside. + Settling the shows and making sure all stakeholders are satisfied and had a great experience Once the show is successfully secured and produced the key final element is artist settlement. SMG has vast The key element in promoter collaboration is having experience in this area. As with other show elements, relationships with promoters to successfully book the advance knowledge is a key. SMG will use its experience event. In order to secure a robust event mix and meet and network to ensure that artist settlement at the Greek revenue goals SMG has strong relationships in effect with Theatre is effective and efficient. More than 92% of our national touring promoters, regional promoters and local clients are municipalities that operate venues in similar promoters. As the worldwide leader in venue management fashion to the open venue model of the Greek Theater. SMG collaborates with promoters on more than 28,000 SMG recognizes its key fiduciary duty to our client when events annually across our SMG venue footprint. settling shows and will always work to maximize revenues for the best possible outcome. 53 SECTION A | OPERATIONAL OVERSIGHT & MANAGEMENT PLAN SECTION A | 10 - SHOW SETTLEMENT At the end of every event SMG will SAMPLE SHOW SETTLEMENT FORM complete an end of show settlement SURFHVVDQGDFWDVWKH'HSDUWPHQW·V fiscal agent in collections. Some of the procedures that take place during a settlement are: + Balance out all sellers prior to running audits + Collect all unclaimed will call + Take the event off sale everywhere + Print final audits and any other QHFHVVDU\UHSRUWV FRPSWLFNHW reports, method of payment reports, etc.) + Produce a box office statement + Capture the attendance report and distribute accordingly +(PDLODQ\ER[RIILFHVWDWHPHQWV reports, staffing sheets, etc., as needed for settlement + If cash is requested by promoter ensure a police officer is present when transporting and providing cash. Ensure cash received forms are signed, retained and copies provided to Finance. Cash is always counted in the presence of the box office and the recipient + Capture phone/internet customer data, forward to Marketing and promoter 54 SECTION A | OPERATIONAL OVERSIGHT & MANAGEMENT PLAN SECTION A | 11 - PROMOTER INCENTIVES We have reviewed the Promoter Incentive Policy that was approved for the Greek Theatre in June 2015. We have deep experience in the development and execution of such incentive programs including at our outdoor amphitheaters, and believe that it is a great tool in securing a robust season full of events. Ultimately, for the venue it's simply about securing more high quality VKRZVDQGPRUHUHYHQXHIRUWKH'HSDUWPHQWJLYHD little and get a lot. The incentives can be used in multiple ways to reach that goal. + More profit for the promoters than other venues means more bookings at the Greek + Less cost for the promoters means less cost for the DUWLVW DQGPRUHSHUFHQWDJHLQFRPH DQGLVWKHWLH breaker as to where the artist will perform + The promoter converts the savings into higher guaranteed income for the artist to take the date away from other venues + Graduating incentives drive promoters to compete to get to the top to keep that added profit or offer more to artists as noted above and the only way they get there is by booking more shows. Promotes healthy competition. SMG will aggressively market the incentive program to promoters and event producers on a daily basis. We will develop a schedule that we can share with the promoters showing them the number of shows presented and incentives earned along with a chart with targets and potential incentives that can be achieved. Our General Manager and finance executives will be sure contracts are executed and the qualifying number of events and attendance criteria are satisfied before any incentives are paid. "WE COULD NOT HAVE PULLED OFF AN EVENT OF THIS SCOPE AND CALIBER WITHOUT THE SUPPORT AND ASSISTANCE FROM THE TEAM AT SMG" - Drew Russell, Vice President-Sports Properties, Intersport 55 SECTION A | OPERATIONAL OVERSIGHT & MANAGEMENT PLAN SECTION A | 12 - INGRESS & EGRESS - TRAFFIC SMG is adept at managing ingress and egress under being trained to communicate standard guest information challenging conditions, whether at our numerous arenas and guiding guests to open spots and maintaining that are located in the heart of congested city centers or efficient spacing between vehicles to maximize space. our amphitheaters located outside of town. In addition to See Parking in Section A | 13. retaining expert subcontractors, we employ operations personnel who are well versed in this area and know how + Provide adequate staffing to assist guests with early to manage the process, the staff, the community and other departures and ensure ability to exit safely. key stakeholders and issues that are bound to arise. + Utilize uniformed officers and cadets to expedite traffic flow in anticipation and advance of potential COMMUNITY ORGANIZATIONS CONTACTED traffic congestion. Chris Laib and Marilyn Bush, Los Feliz Improvement Association Similar to many of the venues we operate, The Greek is Angela Stewart, challenged by its location which requires routing straight Greek Theatre Advisory Council through the Los Feliz community and shared access with Marian Dodge, residents, visitors to the Observatory and the Park as a Federation of Hillside and Canyon Associations. whole. And we recently learned that traffic to and from the +ROO\ZRRGVLJQKDVQRZEHHQGLYHUWHGDQGUHURXWHGIURP By establishing a relationship that will continue post award, Beachwood Canyon to Vermont adding more pressure to ZHHQVXUHHIIHFWLYHRQJRLQJFRPPXQLFDWLRQVDOORZLQJ an already challenging traffic and parking situation. us to address issues early before they become bigger To see the current plan in action, we attended the Tedeschi problems. We met with the above leaders of the LFIA, Trucks Band concert on Wednesday, June 10th and we GTAC and the Federation who told us that the venues has observed many features of the plan that we agree have a made great progress in addressing many of their major positive impact including: areas of concern and generally approved of the current plan with respect to ingress, egress and traffic generally. + Access to parking lots 2 hours in advance of show time Throughout our network of venues, we have a set of best reducing the last minute crunch practices that have been deployed successfully in order to + DOT and LAPD officers at the key intersections of Los ease access and mitigate common traffic issues. Some of Feliz Boulevard and Vermont and Hillhurst Avenues the key practices that the Greek will benefit from include: + Plenty of staffing up and down Vermont and throughout the parking areas including the Yellow Jackets. +,PSURYHGWUDLQLQJDQGFURVVWUDLQLQJLQDOOWUDIILFDQG parking staff positions ensuring consistency in service, + A reverse lane system which allows for temporary use of NQRZOHGJHDQGDSSURSULDWHFURVVFRYHUDJH 3 lanes of traffic in and out + A standardized traffic staffing program that requires an +7HPSRUDU\ZD\ILQGLQJVLJQDJHDQGPHVVDJHERDUGVDW analysis of all variables affecting traffic on upcoming strategic locations events including, for example, the type of event, traffic + Signage for Observatory guests and parking history of the event if it has played the + Additional temporary lighting at entrances to each venue previously, the nature of the entertainment and parking lot and pedestrian areas anticipated sales. +2IIVLWHSDUNLQJRSWLRQVZLWKVKXWWOHVHUYLFH + Better service in parking areas to ensure fast and HIILFLHQWFKHFNLQDQGHDV\RXWLQFOXGLQJDWWHQGDQWV +8VHRI:HVWHUQ&DQ\RQIRUGHSDUWXUHSRVWHYHQW 56 SECTION A | OPERATIONAL OVERSIGHT & MANAGEMENT PLAN We will continue to operate in this fashion as we + Continued enhancements to wireless access and evaluate potential improvements to the plan. Areas that technology surrounding the Greek Theatre to provide we will focus on will include safety and security, ease of access for residents, patrons of the Greek, Observatory VSHHG\FUHGLWFDUGSD\PHQWSURFHVVLQJIRURQVLWH and Park, unimpeded access for emergency vehicles, parking. and noise mitigation and reduced patron loitering throughout the neighborhood. + Temporary or No Parking signs ensuring all lanes can be kept clear. POTENTIAL CONCEPTS: + On show nights, opening Fern Dell Drive and Western + 'HVLJQDWHGVLJQDJHWRLGHQWLI\VKXWWOHVDQGGURSRII &DQ\RQ5RDG FXUUHQWO\FORVHVDWVXQGRZQ SURYLGLQJ and departure destinations. a separate entry to the Observatory which will reduce traffic for patrons of both the Observatory and the + Pedestrian crossing signs along with better Greek and, in turn, spread out the impact on the neighborhoods. placement of staff to enhance pedestrian safety. + ,QFUHDVLQJRIIVLWHSDUNLQJVKXWWOHRSWLRQVDQG + Additional signage to assist with ingress and egress FRQVLGHUSD\PHQWRQVLWHDQGQRWMXVWLQDGYDQFHRQ during specified times including early departures and line. late arrivals. + 3ULFLQJLQFHQWLYHVWRGLVFRXUDJHRQVLWHSDUNLQJDQG promote use of shuttles. We realize that there are financial ramifications that + Developing a partnership with Metro and LADOT/ result from implementing the above possibilities and Dash service to increase public transportation usage all options we propose to the Department will include and providing direct shuttle service from the Red Line station at Sunset and Vermont. a financial impact analysis in order to make a fully + Improved communication and website information informed decision. to promote and market the benefits of utilizing DOWHUQDWLYHWUDQVSRUWDWLRQDQGRIIVLWHSDUNLQJRSWLRQV 57 SECTION A | OPERATIONAL OVERSIGHT & MANAGEMENT PLAN SECTION A | 13 - PARKING SERVICE PROVIDER CONTACTED + Anthony Squeo Director of Large Venue Operations, SP+ Parking and traffic are tied together and many of the In order to potentially further reduce the vehicular issues and concepts for improvements in parking are [YHɉJPU.YPɉ[O7HYRMVYL]LU[ZOLSKH[;OL.YLLR addressed in Section A | 12 and in Shuttles. We have a ;OLH[YL:4.^PSSL_WSVYL[OLWVZZPIPSP[`[VJVU[YHJ[ long history with SP+ Parking, the current vendor of the ^P[OHKKP[PVUHSWHYRPUNSV[Z^P[OPUJSVZLWYV_PTP[`[V *UHHN·VSDUNLQJDQG&OLFNDQG3DUNVKXWWOHRSHUDWLRQ ;OL.YLLR[VPUJYLHZLVɈZP[LWHYRPUNJHWHJP[`HUK and discussed the Greek with Anthony Squeo, the ZO\[[SLYPKLYZOPW:VTLPUP[PHSWVZZPIPSP[PLZPKLU[PÄLK Director, Large Venue Operations of the company during PUJS\KL[OL3VZ(UNLSLZAVVHUK(\[Y`*LU[LYHUK the past several weeks. Some areas raised that we will evaluate further and vet with the Department include the [OL3VZ-LSPa.VSM*V\YZL<[PSPaH[PVUVM[OLZLZP[LZ following: JV\SKPUJYLHZL[OLJHWHJP[`VMVɈZP[LWHYRPUNMYVT ZWHJLZJ\YYLU[S`[VPUL_JLZZVMZWHJLZ + Whether “reduced rate advance purchase parking” HUK^P[OTHYRL[PUNHUKWYVTV[PVUHSLTWOHZPZVU[OL is in the best interest of the operation or only full VɈZP[LWHYRPUNHUKZO\[[SLVWLYH[PVU^LJHUM\Y[OLY price options should be made available to reduce YLK\JL[YHɉJJVUNLZ[PVUPU.YPɉ[O7HYRHUK[OL traffic and congestion. Z\YYV\UKPUNULPNOIVYOVVKZ +)XUWKHULQFUHDVHWKHQXPEHURIRIIVLWHSDUNLQJ options to achieve a significant reduction of vehicle VWDFNLQJDWRQVLWHORWV +3URYLGHLQFHQWLYHVIRUSDWURQVSDUNLQJRIIVLWH HJ “ free” or discounted snack or beverage from the Greek Theatre concessions). + Increase total number of shuttles. +,QFUHDVHRIIVLWHSDUNLQJRSWLRQVE\HQJDJLQJ ancillary lots such as The Autry Museum, Los Angeles Zoo, Chester Washington Golf Course and churches located in and around the 5 freeway and Los Feliz Boulevard. These locations could supplement the current options available. 58 SECTION A | OPERATIONAL OVERSIGHT & MANAGEMENT PLAN SECTION A | 14 - TRAFFIC 6((6(&7,21$,1*5(66(*5(6675$)),& FOR A DETAILED RESPONSE SECTION A | 15 - SHUTTLES As noted in the above sections, we have had a dialog with SP+ Parking regarding the shuttle program, its current impact on traffic and parking and its cost structure. During the transition of the venue this fall, there will be ample time to fully review the shuttle SURJUDPVIRUERWKRIIVLWHDQG$'$SDUNLQJDQG share with you our findings. Some potential areas of improvement include: + Designated “Shuttle Only” lanes +3URYLGLQJLQFHQWLYHVDQGGLVFRXQWHGRIIVLWHSDUNLQJ options as discussed above to increase use of the shuttles + Provide shuttle services from Metro Red Line station and along bus routes on Los Feliz Boulevard, Vermont Avenue and other possible routes such as Riverside Drive. “SP+Parking is a nationally recognized expert in parking and shuttle operations and they have significant presence in the southern California market place serving clients such as, Disney, Dodger Stadium, Stub Hub Center and the Auto Club Speedway. While we believe their current pricing is competitive, we will further evaluate the parking and shuttle operation to see if any economic efficiencies can be achieved. In working with the parking and shuttle provider, all parking receipts will be collected and remitted within a WZHQW\IRXU KRXUSHULRGµ 59 SECTION A | OPERATIONAL OVERSIGHT & MANAGEMENT PLAN SECTION A | 16 - COMMUNITY from booking events that reach all segments of the local COMMUNITY ORGANIZATIONS CONTACTED population and neighborhoods to dealing with traffic, + Chris Laib and Marilyn Bush, parking and sound. As we discussed earlier, we have met Los Feliz Improvement Association and established a bond with key community groups and + Angela Stewart, their leadership including Chris Laib and Marilyn Bush of Greek Theatre Advisory Council the Los Feliz Improvement Association, Angela Stewart + Marian Dodge, of Greek Theatre Advisory Council and Marian Dodge of Federation of Hillside and Canyon Associations. the Federation of Hillside and Canyon Association. We know there are more stakeholders and we certainly plan We understand that we not only serve the municipalities on meeting with them and getting their input in making the that own the venues we operate, but have a duty to operation the best it can be. serve the interests of the communities surrounding these The folks we have met with made it very clear that current YHQXHV,W·VQRWRQO\DFLYLFGXW\RUIXOILOOLQJJRRGFRUSRUDWH operation works and have been concerned that a change FLWL]HQVKLSLW·VDOVRJRRGEXVLQHVV in management would potentially erode all of the positive improvements that have taken place over the years. In AT THE END OF THE DAY, THE VENUE AND our meetings with these leaders, we assured them of ITS OPERATION BENEFIT GREATLY our interest in keeping what has been working in place FROM A STRONG RELATIONSHIP and simply addressing further improvements. We believe WITH FOLKS WHO NOT ONLY TAKE A GREAT that the community understands how important it is to DEAL OF PRIDE IN THEIR NEIGHBORHOODS, SMG to foster a positive working relationship with them BUT ALSO IN THE FACILITY ITSELF. and to reduce negative impacts of operation as much This could not be more apparent than at the Greek Theatre as possible. The groups we met with acknowledged with its history intertwined with all of the neighborhoods that they came to the neighborhood understanding the within Los Angeles, not limited to just the surrounding impacts on event days, but at least want their voice to be community. As you can see, the importance of the heard when it comes time to create solutions. We have community is a common thread throughout this proposal already begun to listen. 60 SECTION A | OPERATIONAL OVERSIGHT & MANAGEMENT PLAN COMMUNITY RELATIONS PLAN As discussed throughout Section A of this proposal, we will + Implement best practices we have developed over years of DGGUHVVORFDOFRPPXQLW\LPSDFWVIURPWKH*UHHNRQDQRQ experience that will be tailored specifically for the Greek. going basis. We have met with leaders of key community + Develop and deploy a standardized traffic staffing groups who shared their view of current operations, how program which analyzes all variables affecting traffic on the same impact the community, what has worked well upcoming events including the type of event, traffic and and what improvements could be made in each operating parking history, and anticipated sales. area. The following plan is based on these discussions, our independent dialogs with the current parking/shuttle and + ,PSURYHWUDLQLQJDQGFURVVWUDLQLQJLQDOOWUDIILFDQG VRXQGVXEFRQWUDFWRUVDQGODZHQIRUFHPHQWDQGRXURZQ parking staff positions ensuring consistency in service, independent review of the venue while it was in operation. NQRZOHGJHDQGDSSURSULDWHFURVVFRYHUDJH + 3URYLGHDQDGYDQFHG´KRWOLQHµV\VWHPZKHUHFRPPXQLW\ OUTREACH AND ENGAGEMENT: members can get immediate response from senior level + Host monthly meetings and rotating coffee hours staff through multiple communication devices and channels. with GTAC, LFIA, Federation of Hillside and Canyon + Improve and increase marketing of alternative Associations, and other key groups to continue and WUDQVSRUWDWLRQDQGRIIVLWHSDUNLQJRSWLRQVERWKWKURXJK further develop open lines of communication to address WUDGLWLRQDODQGRQOLQHPHGLD issues early. + Provide access to senior staff to all residents both on POSSIBLE INITIATIVES TO EXPLORE: work days and show nights. + Additional traffic and parking solutions to mitigate + Maintain deep relationships with local law enforcement, congestion and noise such as: public safety, and emergency medical service agencies ,QFUHDVLQJWKHWRWDOQXPEHURIVKXWWOHVDQGRIIVLWH DQGFRPPXQLFDWHDQGFROODERUDWHRQDQRQJRLQJEDVLV ORWVWKHDELOLW\WRSD\RQVLWHDVZHOODVRQOLQHDQG + Ensure a full complement DOT, LAPD officers and cadets SULFLQJDQGSURPRWLRQDOLQFHQWLYHVWRGLVFRXUDJHRQVLWH and yellow jackets throughout the neighborhood and parking and encourage shuttle use. parking areas to keep it clean, safe, quiet and moving. • Designated “Shuttle Only” lanes. + 2SHUDWHRIIVLWHSDUNLQJZLWKVKXWWOHVHUYLFHWRPLWLJDWH • A partnership with Metro and LADOT/Dash service traffic on the hill. to increase public transportation usage and providing + 8VH63WRSURYLGHSDUNLQJDQGVKXWWOHVHUYLFHV VXEMHFW direct shuttle service from stations and stops such as to further review and discussion with the Department). Sunset and Vermont. + 8VH6FKXEHUW6RXQG VXEMHFWWRIXUWKHUUHYLHZDQG • Opening Fern Dell Drive and Western Canyon Road discussion with the Department) to provide sound and providing a separate entry to the Observatory which will sound monitoring services. reduce traffic for patrons of both the Observatory and the Greek and, in turn, spread out the impact on the neighborhoods. COLLABORATION AND FULFILLMENT: + Alternatives to the current sound and sound monitoring + &RRUGLQDWHDQGFROODERUDWHZLWKWKH'HSDUWPHQW·V equipment used by the venue as it relates to reducing Community Liaison in addressing community issues impacts on residents. quickly. 61 SECTION A | OPERATIONAL OVERSIGHT & MANAGEMENT PLAN SECTION A | 17 - BOX OFFICE SMG has extensive experience in the operation of multiple ticketing service platforms throughout our network of managed facilities including Ticketmaster, AXS, Tickets.com, Showare, and Ticket )RUFH,QDFFRUGDQFHZLWKWKH'HSDUWPHQW·V “promoter choice” ticketing policy, we will work with all of the ticketing service providers that intend to invest in the equipment and infrastructure to have their platform available as an option for the variety of promoters that will bring events to the Greek Theatre. TICKETING AND TRAINING STAFF All members of our staff that will need to access the ticketing platform and its associated products, services, and reports, will be trained on the different systems to maximize efficiency in building events, marketing the events, selling tickets, making adjustments to scaling and pricing as needed after the initial build, and settling the events. This includes: + General Manager + Box Office Manager + Finance Manager + Premium Seating and Marketing personnel + Daily event ticket sellers SMG understands some of the ticket selling services are currently provided by members RI/RFDO 7LFNHW6HOOHUV8QLRQ DQG it is our intention to continue use of their VHUYLFHV DVIXUWKHUGHVFULEHGLQ6HFWLRQ$_ 25) and to integrate them into the operation of each of the ticketing platforms available to promoters under the new model. The cost of the training and the method of reimbursement will be determined with the Department after the ticketing service platforms have been identified. 62 SECTION A | OPERATIONAL OVERSIGHT & MANAGEMENT PLAN events or may be emergency responders is extremely SECTION A | 18 beneficial to our common goals of expedient response COORDINATE WITH POLICE and service. & FIRE In order to establish these important relationships in a timely fashion for operational transition before the 2016 season, we have already spoken to Officer Jim LAW ENFORCEMENT OFFICIALS Buck of LAPD, the Captain Justin Bactat of LAFD CONTACTED Station 35, and Officer John Roman of the LA Police Officer Jim Buck Cadet Program to introduce ourselves, learn about the LAPD specific services they provide to The Greek, and to Officer John Roman discuss our plans for communication and collaboration LA Police Cadet Program to ensure a smooth and seamless transition. Captain Justin Bactat Los Angeles Fire Department SECTION A | 19 SMG understands the critical importance of providing a safe and secure environment for all guests of the FIRE & LIFE SAFETY TESTING facilities we manage and the surrounding community. As part of establishing a working relationship with local We form deep relationships with local law enforcement, fire officials, SMG will reach out to both the public safety, and emergency medical service agencies ILUHVWDWLRQ V FORVHVWWRWKHYHQXHZKRZLOOOLNHO\EH DQGFRPPXQLFDWHDQGFROODERUDWHRQDQRQJRLQJ first responders when needed, and also the local basis to review past events with respect to any issues ILUHPDUVKDO·VRIILFHWROHDUQWKHUHTXLUHPHQWVIRU or concerns that arose and then use the information permitting and testing of pyrotechnic activities, to create strategies and solutions going forward to occupancy codes and limits, approval requirements determine appropriate staffing levels and establish and process for any special events or variable communication and operating protocols for any configurations, and required fire/life safety testing and scenarios that may transpire. Additionally, we plan to inspections of the facility. We will familiarize ourselves make the venue available for any training exercises with the requirements of LAFD Regulations 4 and desired by these agencies whenever possible as coordinate the required testing with an appropriately familiarity with the venue by their staff who work the licensed contractor. 63 SECTION A | OPERATIONAL OVERSIGHT & MANAGEMENT PLAN SECTION A | 20 - SOUND MONITORING Many of the venues we manage are subject to sound ordinances similar to the Los Angeles ordinance that governs the Greek and we are skilled at using VWDWHRIWKHDUWWHFKQRORJ\DQGVRXQG monitoring equipment and work closely ZLWKHDFKLQGLYLGXDOVKRZ·VVRXQG engineer to ensure compliance with the applicable regulations. SERVICE PROVIDER CONTACTED reduced the amount of neighborhood impact. This is a key Dirk Schubert factor since, unlike other venues that allow artists to use Senior Partner their own equipment that is designed without the unique Schubert Systems Group physical characteristics or location of the Greek in mind, the venue currently requires each show to use the “house sound system” resulting in uniform sound disbursement Dirk Schubert explained that monitoring and enforcement and monitoring throughout the season. of the current sound level requirements are accomplished through a calibrated metering display that is placed at the We propose continuing with this approach, but front of the house sound console mixing position so both remain open to any other approaches the Department WKHDUWLVWV·DQG6FKXEHUWVRXQGSHUVRQQHOFDQVHHWKH recommends and will continue to do research on different levels and adjust in real time. In addition, a local IATSE systems. We are certainly prepared to procure and install a audio crew member monitors the sound throughout the new sound monitoring system such as the Grozier system neighborhood at different locations and times during RQWKH'HSDUWPHQW·VEHKDOIDVGLVFXVVHGLQWKH5)3$WWKLV HDFKHYHQWXVLQJDKDQGKHOGSRUWDEOHFDOLEUDWHGPHWHU time, we believe that the current system may be sufficient designed to function with the house sound system and to accomplish the stated goals above and is already LVRQJRLQJFRPPXQLFDWLRQZLWKWKHWHFKVDWWKHVRXQG included in the annual lease cost of the overall sound console. It appears that any potential new requirements system provided by Schubert, who is willing to continue the UHVXOWLQJIURPWKH'HSDUWPHQW·VVRXQGDQDO\VLVFRXOGEH lease on the current terms. This will save the Department monitored in the same way. the significant expense of purchasing and installing an additional sound monitoring system such as a Grozier In addition to a solid sound monitoring approach, the sound system. More importantly, we believe that the house sound system itself may have a lot to do with the overall success system policy reduces the need for these type of systems of sound control at the venue as both the Department since they are typically designed to address monitoring and local community leaders have confirmed with us as is in venues that allow artists to use their own equipment further discussed in Section A | 21. Mr. Schubert explained resulting in different impacts every show and the need for that the design and operation of the current sound system more sophisticated monitoring equipment. is tailored specifically for the Greek and has substantially 64 SECTION A | OPERATIONAL OVERSIGHT & MANAGEMENT PLAN SECTION A | 21 - SOUND & LIGHTING HOUSE SOUND SYSTEM Additionally, the sound system lease will require and As stated in the previous section, SMG believes it is include an interrupt system to be available in the event of advantageous to procure an annual lease arrangement an emergency or other need to communicate information utilizing the current sound system for the 2016 season, to everyone present within the venue. We will work with provided no significant structural changes are intended the LAPD, LAFD and other agencies regarding their to be completed at The Greek Theatre before then. requirements and ensure access to this aspect of the Schubert is prepared to provide the same equipment and sound system. services on the similar terms and conditions as 2015. Finally, although we do not recommend an immediate Since the system design has been tested and proven in replacement of, or alterations to, the existing system within the current structure of the venue, and feedback and operation that appears to be working for all from the community and Department has been positive, parties, we will continue to review the sound operation a “tried and true” system can ensure continuity until and its performance with you and be responsive to structural improvements are made to the Theatre itself. your feedback and that of the local community, and In fact, it seems that the current system is significantly quickly address any issues and identify any further lighter than other leading systems including Meyers and enhancements that can be made to further improve the L Acoustics, and replacing it may result in the additional experience for all stakeholders. expense of bolstering the existing grid structure. HOUSE LIGHTING SYSTEM The lease arrangement would include the cost of: Consistent with our comments regarding the sound + Installing and removing the house sound system each system, SMG is experienced in sourcing and procuring season house lighting systems for similar venues we manage. We know many of the shows will bring their own lighting + Weekly rental of the system and sound monitoring systems, but also are aware that many community and equipment special events may not so we will work closely with you +2QVLWHWHFKQLFLDQIRUHDFKHYHQW in selecting a versatile system that can accommodate both and maximize usage of the facility. One essential Each artist or show typically brings certain sound feature will be a system design that allows for ease of equipment of their own including the sound console/ installation and removal for shows bringing in their own PL[LQJERDUGEXWIRUWKRVHWKDWGRQ·WZHFDQUHQWWKH lighting and, in turn, reducing labor expense. same locally on their behalf and have been assured by Schubert that it can easily be integrated into the house sound system for the show. 65 SECTION A | OPERATIONAL OVERSIGHT & MANAGEMENT PLAN SECTION A | 22 - WEBSITE SMG has extensive experience in overseeing and managing +2QVDOHDQQRXQFHPHQWV a variety of venue websites. In an increasing digital age the + Seating charts ZHEVLWHLVQRWRQO\WKHSDWURQ·VPDLQVRXUFHRILQIRUPDWLRQ + Ticket pricing regarding an upcoming show but a powerful marketing tool. + Traffic/parking information WE WILL COORDINATE WITH THE + Restaurants and Concession DEPARTMENT’S WEB-SITE VENDOR TO USE + Greek Theatre Historical information OUR STRATEGIES AND TECHNIQUES TO MAXIMIZE TICKET SALES WHILE RETAINING In addition to promoting ticketed events the website would AND GROWING OUR AUDIENCE. serve as a main avenue to promote premium private event rentals and VIP & box seating options. This will be achieved through a series of sidebar spotlights and main slider images Additionally, our primary responsibility will be keeping all upcoming events and promotional information on the venue on the homepage of the site. up to date. In today's market a large majority of website traffic is from Ticketed events on the website will receive a high priority and a mobile device. We will make sure the Greek's website is optimized for mobile traffic and continue to ensure any will provide detailed event information such as: FKDQJHVWRFXUUHQWRQOLQHWUHQGVZLOOEHLPSOHPHQWHG:H + Event calendars will also make other forms of social media, such as twitter and instagram, prevalent on the web page to create a more + Event specific information that includes gate opening interactive and real time experience for the user. time, prohibited items, camera policies and entrances 66 SECTION A | OPERATIONAL OVERSIGHT & MANAGEMENT PLAN SECTION A | 23 - SAFETY & MAINTENANCE 7KDQNVWRRXUSOXV\HDUVLQWKHEXVLQHVV DAY-TO-DAY OPERATING SMG has a comprehensive system of PROCEDURES operational best practices, proprietary SMG is the only public assembly facility management management tools, and an unmatched network company to provide a professional asset management RIH[SHUWVDWLWVGLVSRVDO,W·VZK\ZHPDQDJH DSSURDFKWRGD\WRGD\YHQXHRSHUDWLRQV60*KDV achieved this by establishing policies and procedures more Public Assembly Facilities than any other for each facility through its dedicated, corporate private management company in the country. Operations and Development Department. SMG accounts are provided support through resources and WHFKQRORJ\WRPHHWWKHLUFOHDUO\GHÀQHGH[SHFWDWLRQV$ As we understand the Department will handle repairs system of measuring compliance is then used to gauge and maintenance of the facility, SMG will use its results. The entire system is then reviewed to ensure knowledge and systems to identify and coordinate with continual improvement. the Department on repair and maintenance needs and scheduling. Philosophy:60*·VRSHUDWLRQDQGDVVHWSURWHFWLRQ discipline is built around the following core elements: + Regulatory compliance + Efficiency and effectiveness + Safety BEST PRACTICES POLICIES AND + Optimal performance PROCEDURES - AREAS OF FOCUS: + Longevity of equipment + Focused communication and resources • ALTUM + Measurement and accountability + Professional development • Safety Management %DFNRI+RXVH2SHUDWLRQV Key operations services we will provide as part of our • Housekeeping management of the facilities include: + Fire and life safety management • Sustainable Practices + Security and crowd control • Capital Improvement Planning + Crisis management plan • Event Services + Facility janitorial, housekeeping and custodial services + Occupational safety and health procedures • Technical Services + Sustainability and green initiatives • Utilities Management + Energy management 7KLUG3DUW\&RQWUDFW$GPLQLVWUDWLRQ 67 SECTION A | OPERATIONAL OVERSIGHT & MANAGEMENT PLAN SMG understands that preventative building maintenance and capital repairs will be handled by the Department, unless the selected proposer is specifically selected to perform a replacement or repair. However, we are prepared to provide maintenance and capital repair services at a future date should the Department require. ALTUM As mentioned earlier in the response SMG has its own proprietary Computerized Maintenance Management 6\VWHP &006 IRUDVVHWSURWHFWLRQFDOOHG$/780ZKLFK offers the best real time preventative maintenance and work order tracking program available. Through the implementation of ALTUM, SMG's preventative maintenance software, the operation of facility equipment and systems can continue to be maintained at the highest standards. O.S.C.A.R. In addition we will utilize our proprietary intranet site, FDOOHG´26&$5µ 2SHUDWLRQV6XSSRUW7KURXJK Communications and Resources) to implement operational best practices. Within the venue, this service provides SMG operators with 24 hour a day access to our data base of operational best practices, contracts and license agreement templates, procurement documents, master service agreements and other information to ensure consistency and the highest standard of operation. BOTH OF THESE TOOLS ARE PROVIDED AS PART OF THE MANAGEMENT SERVICES THAT SMG PROVIDES TO ITS CLIENTS AND ARE AVAILABLE AT NO ADDITIONAL COSTS TO THE DEPARTMENT 68 SECTION A | OPERATIONAL OVERSIGHT & MANAGEMENT PLAN SECTION A | 24 SECTION A | 25 - UNION CONTRACTS - IATSE JOB TRAINING SMG has a strong record of successfully working 60*XQGHUVWDQGVWKHLPSRUWDQFHRIGHYHORSLQJDZHOO with organized labor across the country in a wide trained and efficient workforce, especially with respect to range of facilities. In fact, 50 of our facilities have at helping our clients produce top quality events. The more least one collective bargaining agreement including IDPLOLDUWKHYHQXH·VSURGXFWLRQVWDIILVZLWKWKHYHQXH renowned venues such as Soldier Field in Chicago and itself, its equipment, and capabilities, the more expedient WKH0HUFHGHV%HQ]6XSHUGRPHLQ1HZ2UOHDQV:H VKRZORDGLQVDQGORDGRXWVZLOOEHFRPHZKLFKLVD value the high level of performance achieved by union direct cost savings to event promoters, producers and employees and are excited to continue working with the DUWLVWV$QGRIFRXUVHDZHOOWUDLQHGWHDPQRWRQO\ collective bargaining units that currently provide services does it faster, but more safely. The production side at the Greek. of touring entertainment is a relatively small industry, so an efficient and knowledgeable local staff can "THEY HAVE ALWAYS BEEN SUPPORTIVE DVVLVWWKHYHQXH·VSURJUDPPLQJHIIRUWVE\HDUQLQJWKH OF ORGANIZED LABOR AND AFTER 35 trust and respect of touring production professionals. YEARS OF PARTNERSHIP, I CAN HONESTLY The reputation of a venue and recommendations of SAY THAT WE HAVE NEVER EXPERIENCED production and tour managers can influence decisions ANY LABOR-RELATED PROBLEMS.” as to which venue to play in a market when there are – Robert “Tiger” Hammond, AFL-CIO Regional Director, multiple options and we are pleased that the Local 33 New Orleans team at the Greek is well received and will continue to do a great job. ORGANIZED LABOR REPRESENTATIVES CONTACTED: Although Local 33 has an extensive roster of members, many have been in the business for decades and the Bill Ford introduction of new members will be occurring in the Theatre Business Representative, IATSE Local 33 coming years. In our discussions with Bill Ford, we Randy Pitkin talked about making the Greek Theatre available to TV Business Representative, IATSE Local 33 ,$76(/RFDOGXULQJWKHRIIVHDVRQIRUMREWUDLQLQJ opportunities for their members. They are currently Sergio Medina working with the local Community College District Secretary-Treasurer, IATSE Local 857 theater arts and audio/visual departments to identify Randy Sayer the next generation of local production professionals. Hair Stylist and Make-up Artist, IATSE Local 706 SMG will be proud to engage in this initiative not only to Ann Kelleher benefit the union, but also due to its positive impact on Theatrical Wardrobe, IATSE Local 768 the community as a whole. Through our outreach to each of the above union MORE THAN 32% OF OUR representatives, we have agreed to enter agreements with NATIONAL WORKFORCE VWDJHKDQGVER[RIILFHVWDIIKDLUVW\OLVWVDQGPDNHXSDUWLVWV and Theatrical Wardrobe staff on terms no less favorable to is composed of union members, them than their current arrangements at the venue. 69 OUR STRONG LABOR RECORD 50 13,000 SMG FACILITIES WITH COLLECTIVE UNIONIZED EMPLOYEES BARGAINING AGREEMENTS OUR STRONG RECORD OF DIVERSITY A BALANCED WORKFORCE “SMG TREATS EVERY VENDOR THEY DO BUSINESS WITH EQUALLY AND FAIRLY.” 38% 35% MINORITY WOMEN –SUSAN BARRETT, MINORITY BUSINESS OWNER, ATLANTIC BEACH FLORIDA HOW WE TRANSITION + ASSESS + IMPLEMENT + ASSIMILATE 43 PUBLIC FACILITIES TRANSITIONED + TRAIN IN THE PAST DECADE SMG IS PROUD OF ITS RETENTION RATES DURING 95% 98% EMPLOYEE RETENTION AT EMPLOYEE RETENTION AT FACILITY TRANSITIONS: MCCORMICK PLACE COBO CENTER 70 SECTION A | OPERATIONAL OVERSIGHT & MANAGEMENT PLAN SECTION A | 26 - TRANSITIONING In the past four years, SMG has successfully transitioned 23 public facilities into the SMG employee model. In the last 10 years, 43 public facilities have been transitioned by SMG while the company has also opened 20 new facilities in that time frame, hiring nearly 35,000 workers 7ZRRI60*·VPRVWVXFFHVVIXOWUDQVLWLRQSURJUDPVRFFXUUHGLQ'HWURLWDQG&KLFDJRZKHUHWKHFRPSDQ\WRRNRYHU operations for the Cobo Event Center and McCormick Convention Center. DETROIT CHICAGO • 98 percent retention of employee base • Positions offered to more than 95 percent 7UDQVLWLRQHGIXOOWLPHVWDIIDQGSDUWWLPHVWDII of individuals in retained business lines • Key issues were municipal pensions and staged 7UDQVLWLRQHGIXOOWLPHVWDIIDQGSDUWWLPHVWDII transition from city employment • Key issues were retraining staff in eliminated business lines and creating administration departments When transitioning venues into the SMG management portfolio, SMG works hard to: + Review the current organization structure and evaluate the skills and competencies of current staff. + Develop efficient and transparent processes for allocating and reallocating staff positions as needed; review and identify key positions and high potential employees within the facility for both annual and seasonal event staff. + (YDOXDWHFXUUHQWDQGIXWXUHGLYHUVLW\((2DQGFXOWXUHHQKDQFHPHQWSURJUDPVDQGREMHFWLYHV + 7UDQVLWLRQRYHUWKHFXUUHQWRSHUDWRU·VGDWDEDVHVRIVHDVRQWLFNHWVXEVFULEHUV9,3 %R[6XLWHWLFNHWKROGHUVHEODVW VXEVFULEHUVDQGVRFLDOPHGLDVXEVFULEHUV$QGZKHQWKHGDWDSURYLGHGLVQ·WFRPSOHWHZHZLOOSURYLGHVXIILFLHQWQRWLFHWR these folks to ensure that no one falls through the cracks. + Coordinate and honor any current dates of future events, community meetings, and outreach programs with the associated event producers, agents and other talent representation with respect to the 2016 season. + Reach out and work to extend current sponsorship arrangements on favorable terms as part of our overall sponsor strategy. + We have already contacted and discussed a continued relationship with all of the organized labor unions currently servicing the venue as set forth in Section A | 24. + Generally, identify opportunities to provide business solutions that maximize return on investment for the Department. With every facility SMG transitions or opens, our commitment is to provide the best possible management plan for our clients. As we assimilate or bring in new staff members, SMG develops a recruiting strategy and branding program for the facility to help it stand RXWDQGDWWUDFWDQGUHWDLQWKHWRSWDOHQW60*VSHQGVDVLJQLÀFDQWDPRXQWRIWLPHHYDOXDWLQJEHQFKPDUNVIRUFRPSHQVDWLRQDQG FRPSHQVDWHVHPSOR\HHVDSSURSULDWHO\LQUHODWLRQWRWKHLUUHVSRQVLELOLWLHVDQGSRVLWLRQVZKLOHFUHDWLQJDQGLPSOHPHQWLQJIDFLOLW\VSHFLÀF job descriptions. 71 SECTION A | OPERATIONAL OVERSIGHT & MANAGEMENT PLAN SECTION A | 27 - COMMUNITY GTAC STAKEHOLDERS CONTACTED Angela Stewart Greek Theatre GTAC Although the Department will now employ the Community Liaison, our team will work collaboratively with this individual in addressing the issues of the community and continue with programs that we heard have been very effective such as hosting monthly meetings and rotating coffee hours with the community groups such as the Greek Theatre Advisory Council, Los Feliz Improvement Association and Los Feliz Neighborhood Council to continue the open lines of communication. As noted, we have already met with these groups. And on event days, ensure that the community has direct access to our team including a live person hot line for issues requiring immediate response, continues to see a high deployment of neighborhood walking patrols who will be trained to act as first responders in emergency situations, be the first point of contact for appropriate authorities and whose presence will act as a physical deterrent to crime and vandalism. And throughout and after the event ensure all is cleaned up and our neighbors are happy. SECTION A | 28 - COMMUNITY CULTURAL EVENTS STAKEHOLDERS CONTACTED Dee Dee Paakkari -RKQ0DUVKDOO+LJK·V3HUIRUPLQJ$UWV'HSDUWPHQW Regarding Bach, Rock and Shakespeare. Barbara Ferris, Managing Director at the Symphony at the Glen Regarding Eek! At the Greek and Cosmic Junction in collaboration with the Griffith Park Observatory SMG has a deep history in giving back to the communities that it operates within. Hosting a wide range of community events to ensuring a diverse roster of talent to touch all of the local constituencies is all part of our commitment to the communities we serve. With the open venue model and our ties to an extensive list of event promoters and producers, the Greek will offer something to touch all Angelenos who should reap the benefits of having this iconic venue in their hometown. And to start the ball rolling, we have committed to extending the following three events supporting music education and have spoken with the folks who produce the same regarding how we can help them raise the funds requisite to continue. We are confident that these events and more will continue to thrive at the Greek Theatre for years to come. 72 SECTION A | OPERATIONAL OVERSIGHT & MANAGEMENT PLAN OPERATIONS AND MANAGEMENT STAFFING PLAN - FIXED COST QUOTE As noted on page 6 of the Request for Proposals, the Department FIXED COST PROJECTIONS requires the proposer to submit a 'fixed cost quote' that is inclusive Due to the fixed-cost structure of the proposal, SMG has itemized each RI PDQDJHPHQWVWDIIDQGIXOOWLPHHTXLYDOHQWHPSOR\HHV RWKHULQGLUHFWFRVWVQHFHVVDU\WRRSHUDWHWKHIDFLOLW\ H[FOXVLYHRI of the various cost categories of the operations and management plan. utilities and maintenance) and 3) a contractor profit for services • The itemization of the fixed cost quote provides the Department provided. with the greatest level of transparency with respect to the estimated cost of facility operation, and the amount allocated SMG’S FINANCIAL PROPOSAL for contractor profit. HIGHLIGHTS • We have utilized data from other SMG managed amphitheaters • Competitive Fixed Cost Quote to Department includes a and comparable venues to inform our cost estimate of facility competitive Base Management Fee with fully detailed operating operations and develop our assumptions. In addition, SMG H[SHQVHVGHULYHGIURPDQHIIHFWLYHDQGFRVWHIÀFLHQWRSHUDWLQJ currently employs a former Greek Theatre executive who was PRGHOGHVLJQHGVSHFLÀFDOO\IRUWKH*UHHN7KHDWUH used to further validate the management staffing and operating costs. FDVKDGYDQFHGHOLYHUHGXSIURQWWR'HSDUWPHQW • The itemized cost data should be helpful to the Department WRDVVLVWZLWKSRWHQWLDOFDVKÁRZQHHGVWKURXJKRXWWKH when reviewing, evaluating and comparing cost proposals in management term, which converts to an unconditional grant order to make an informed decision when selecting the facility retained by the Department if the Department decides to extend operator. IRUDORQJHUWHUPFRQWUDFWEH\RQGWKUHH \HDUV CASH ADVANCE - $600,000 SMG offers the Department a six hundred thousand dollar • Annual Operator Performance Guarantee backed by a FDVKDGYDQFHZKLFKZLOOEHLQDGGLWLRQWRDQ\VWDUWXS SHUIRUPDQFHSHQDOW\RIXSWR HTXDOWRDQQXDO FRQWUDFWRUSURÀW IRUHDFK\HDURIWKH$JUHHPHQWLQWKHHYHQW capital and furniture, fixture and equipment funding supplied by SMG fails to achieve certain mutually agreed upon performance 60*:HUHDOL]HWKH¶RSHQYHQXH·PRGHOLVQHZDQGEHOLHYHWKH benchmarks. cash advance may be helpful to the Department to cover any potential cash flow needs during the term of the Agreement. The funds may be used at the full discretion of the Department to • Competitive Revenue Sharing Proposal for Sponsorship and support the Greek Theatre during the term of SMG's management Seating Programs agreement, plus any extensions thereof. SMG will not require UHSD\PHQWRIWKHFDVKDGYDQFHE\WKH'HSDUWPHQW RUD • SMG shall pay 75% of all gross revenues generated successor management firm) unless the agreement does not from the sale of Sponsorship and Seating Programs extend beyond three years. at the Greek Theatre by SMG and its partner, Premier In the event the Department and SMG agree to enter into a longer Partnerships of Los Angeles term contract beyond three years, the $600,000 cash advance will • An estimated $1,557,690 of combined sponsorship and automatically convert to an unconditional grant retained by the seating program net revenue paid to the Department Department in full with no repayment obligations. in the first full year of operation, based upon projected gross sales revenues of $2,076,920. PERFORMANCE GUARANTEE – REFUND OF CONTRACTOR PROFIT We are confident that the Department will be absolutely satisfied with our operation of the Greek Theatre. However, in the event SMG fails to achieve certain mutually agreed upon performance benchmarks during any given contract year we will refund up to RIWKH¶FRQWUDFWRUSURILW· XSWR IRUWKDWFRQWUDFW year. 73 SECTION A | OPERATIONAL OVERSIGHT & MANAGEMENT PLAN Position Annual Salary Total $ Greek Theatre Manager $175,000 $175,000 Box Office Manager 85,000 85,000 Operations/Event Manager 75,000 75,000 Finance Manager 65,000 65,000 Executive Assistant/Booking Coordinator 50,000 50,000 Marketing Manager 45,000 45,000 Patron Services Supervisor 45,000 45,000 Receptionist 32,000 32,000 Maintenance Manager (1) 00 Premium Program Manager (2) 00 Operations Expense (3) 228,800 A. Total Position and Operations Expense Costs $800,800 Base Fee Base Fee Year 2 Year 3 B. Base Management Fee Year 1 (4) $685,350 $665,311 $685,270 Total Annual Fee (A+B) $1,486,150 FOOTOTES: (1) Assumed to be covered by the Department (2) The Premium Program Manager will be compensated from the contractor's 25% share from the sale of sponsorship and premium seating programs (3) Operations Expense includes but is not limited to payroll taxes, insurance, employee benefits, bonds and any other employee related expenses (4) Detail build-up of the Base Fee methodology is provided to offer clarification for the Department AS WITH ALL OUR CLIENTS, WE INTEND FOR THE COMPENSATION STRUCTURE TO BE IN PARTNERSHIP WITH THE CITY SO IT IS BEST SUITED TO MEET OUR MUTUAL GOALS AND OBJECTIVES. WE REMAIN FLEXIBLE AND WILL WORK WITH THE CITY TO ARRIVE AT FINAL BUSINESS TERMS TO ACHIEVE A TRUE PARTNERSHIP. 74 SECTION A | OPERATIONAL OVERSIGHT & MANAGEMENT PLAN Year 1 Year 2 Year 3 General & Administrative Advertising & Promotions $35,000 $36,050 $37,132 Armored Car Service 2,500 2,575 2,652 Bank Service Charges 6,000 6,180 6,365 Box Office Expense 13,500 13,905 14,322 Computer/Data Processing/Ticket Printing 20,000 20,600 21,218 Dues & Subs 5,000 5,150 5,305 Employee Training 20,000 20,600 21,218 Equipment Rental 20,000 20,600 21,218 Equipment/Furniture Rental 30,000 10,900 11,227 General Liability 77,250 79,568 81,955 Insurance - Auto, Fidelity, Etc. 1,600 1,648 1,697 Licenses & Permits 3,000 3,090 3,183 Meals & Entertainment 24,000 24,720 25,462 Meetings & Conventions 7,500 7,725 7,957 Miscellaneous 20,000 20,600 21,218 Office Supplies 7,500 7,725 7,957 Operational Expenses 35,000 36,050 37,132 Operations Supplies 45,000 25,750 26,523 Postage & Courier 2,500 2,575 2,652 Printing & Stationery 5,000 5,150 5,305 Professional Fees (legal/audit) 20,000 20,600 21,218 Telephone / Internet 30,000 30,900 31,827 Trash Removal 20,000 20,600 21,218 Travel 30,000 30,900 31,827 Uniforms 5,000 5,150 5,305 Total General & Administrative $485,350 $459,311 $473,090 Contractor Profit 200,000 206,000 212,180 TOTAL BASE FEE $685,350 $665,311 $685,270 75 SECTION A | OPERATIONAL OVERSIGHT & MANAGEMENT PLAN SMG THE GREEK THEATRE MAJOR REIMBURSABLE EXPENSE ESTIMATES Reimbursable Expenses- In accordance with the Questions & Answers No. 2 to the RFP dated July 14, 2015, SMG agrees to purchase or lease equipment and contract services at the venue on behalf of the Department. Examples of purchased or leased equipment provided include the house sound system, video displays and house lighting system. An example of a contract service is completion of the annual Fire/Life testing by a licensed contractor. We agree that when we purchase, lease or contract for services on behalf of the Department, the Department must pre-approve the recommended equipment or contractor and costs and that SMG will be reimbursed for the cost of the purchase, lease or contract service by the Department. Based on the foregoing, these Reimbursable Expenses are not included in the calculation of the Base Management Fee above. Based on our discussions with the vendors of these services, we have provided estimates of the Reimbursable categories you have provided. Year 1 Year 2 Year 3 Major Reimbursable Expenses House Sound System (includes Event Tech) (1) $228,500 $235,355 $242,416 House Lighting System (2) tbd tbd tbd Video Displays 94,500 97,335 100,255 Annual Fire/Life Testing 10,000 10,300 10,609 Total Major Reimbursable Expenses $333,000 $342,990 $353,280 FOOTNOTES: (1) SMG contacted Shubert Systems to get a seasonal rental quote which is provided above and discussed throughout the proposal. Shubert will invoice the contractor $30,500 per month for six months or however the Department would like to be invoiced. In addition a $650 per event technical supervisor will be required which is included in the above quote. (2) SMG did not receive a direct quote from a lighting system provider since the exact specifications and the needs of the Department are yet to be known. SMG will work with the Department to determine the needs and offer advice on lighting system providers. Light Towers are included in the Event Staffing plan. 76 SECTION A | OPERATIONAL OVERSIGHT & MANAGEMENT PLAN PERSONNEL When a facility is transitioned to SMG, we work hard to on-board existing full-time employees, as well as recruit, train, and deploy other qualified professionals needed for the operation. As detailed in our proposal, we will provide the on-site staff with a high level of corporate support and access to all of SMG’s resources. The following is a brief summary of the individuals from the corporate office who will be involved with the oversight of the account and the transition to SMG management. Our on-site executives are supported by a wide range of corporate resources, including a depth of proprietary tools developed through years of operational experience. It is important to note that these corporate resources are provided as part of the base fee included in this proposal and are not treated as an additional service. SMG CORPORATE SUPPORT HUMAN RESOURCES LIVE ENTERTAINMENT Shauna Elvin, Sr. Vice President of Human Resources, leads Jim McCue, Sr. Vice President of Entertainment leads SMG’s a corporate team of human resources experts who provide Live Entertainment Division, supporting all facilities in the support that ranges from staff transitions, recruitment, and SMG network. Jim’s experience in operating a wide range of benefits and compensation, to working on a daily basis with facilities has afforded him the opportunity to develop strong local management to assure best practices are in place. Shauna relationships across the various constituencies related to the and her department establish and maintain employment live entertainment field from talent agents, national, regional policies and procedures that are utilized throughout the SMG and local promoters, and tour managers to the talent itself. network. Shauna will oversee the transition of any existing This depth of experience, combined with SMG’s national venue employees to SMG, in addition to recruiting and on-boarding footprint, makes us a one-stop shop for agents and promoters other SMG management personnel that will be assigned to as they contemplate putting touring acts on the road. SMG the Greek Theater account. Additionally, human resource is often among their first calls. During the transition, Jim will management support and oversight will be provided on a lead a team of SMG’s regional booking directors to set up local level through one of our California-based regional human the facility calendar, activate the use of smgbooking.com resource managers (located at one of the SMG accounts in the software, interface with promoter partners to confirm show Los Angeles region), as we establish and manage our new staff holds, execute appropriate use agreements and other similar at the Greek. matters necessary to ensure the facility can book the highest number of shows possible. Jim’s team will also work closely OPERATIONS with our local box office staff regarding to ensure the seamless use of various ticketing systems that may be deployed at the Michael Godoy, Vice President of Operations, directs a team of facility. seasoned veterans throughout the SMG network that provides consistency in operational policies and procedures, and the management of venues as valuable assets. Michael will ensure FINANCE that ensure that our General Manager and Greek Theater Gary McAneney, Senior Vice President of Finance and operations team have access to our O.S.C.A.R. intranet system Administration, is responsible for the financial and accounting and other internal tools necessary to implement operational functions for all SMG facilities. He and his staff will be ‘best practices’ at the facility. In the transition phase, Michael responsible for hiring and training all financial personnel. and his team of SMG Operations Directors from our California- Additionally, the group institutes standard accounting policies based venues will do a complete facility operations audit to and procedures, creates appropriate controls over cash and ensure that all equipment, furnishings and services are in place other asset protection systems, and provides direction on the to ensure a successful operation. In addition, Michael and his selection of appropriate software, establishment of charts team will ensure the facility is in full compliance with all federal of accounts, and other resources that continually help local and local regulations, including life safety codes, OHSA and finance departments stay up-to-date. other regulatory protocols. 77 SECTION A | OPERATIONAL OVERSIGHT & MANAGEMENT PLAN The corporate finance team, through Gary’s guidance will oversee the budgeting process, start-up funding for the operation and month-end report processes. Gary’s team will also work closely with facility in coordinating year-end audits and other reporting required by the client. provides oversight during the budgeting, funding and month- end report processes. Gary also works closely with facilities in coordinating year-end audits and other reporting required by the client. REGIONAL SUPPORT Michael Krouse, Regional Vice President – Ontario, California. Due to the convenient geographical proximity to the Greek Theater, and Michael’s background with the Los Angeles Convention and Visitors Bureau, he is perfectly suited to serve as the regional supervisor of the Greek Theater account. In this role, Michael will serve as the primary interface with the Department and oversee SMG’s contract compliance, management staff, activation and oversight of the community action plan, coordination with local law enforcement and life safety personnel, organized labor agreements, DBE outreach and compliance other functions relating to the operation of the facility. Steve Tadlock, Regional Vice President – Fresno, California. Steve will assist Michael in supervising the account working closely with the local staff to ensure contract compliance, activation of SMG management tools, implementation of operational best practices, guest service delivery, sub- contractor supervision, financial performance and other facility related key performance measures. Additionally, Steve serves as a Regional Booking Coordinator for live entertainment. In this role he will lead monthly calls with our marketing and booking group to discuss current and future show opportunities, as well as helping venues to better prepare for the arrival of touring shows. 78 SECTION A | OPERATIONAL OVERSIGHT & MANAGEMENT PLAN LOCAL ON-SITE MANAGEMENT TEAM WITHIN 60 DAYS 2QWKHIROORZLQJSDJH\RXZLOOILQG60*·VSURSRVHG Employee Support Services organizational chart for the Greek Theatre, which aligns with 7RSURYLGHFRQWLQXRXVVXSSRUWIRUDOOHPSOR\HHV60*·V the positions described in our Operations and Management Corporate Human Resources Department is available Plan roster contained in Section A. The general job WRDQVZHUDQ\HPSOR\HHTXHVWLRQV,QDGGLWLRQ60*·V functions of each functional position are also included for human resources designees are involved in conference your reference. In addition to having general oversight calls throughout the year. During these conference calls, for management and operation of the facility, the General designees have the opportunity to discuss general issues Manager will also serve as the booking manager for all and concerns of their employees. Additionally, they are events. Please note that we are fully prepared to present provided with information regarding new legal legislation a slate of General Manager candidates for your review and that affects HR practices, new company policy and approval upon request. procedures, and an opportunity to share ideas. .·QHNW&XVWRPHU6HUYLFH7UDLQLQJ TRANSITION OF EXISTING EMPLOYEES $OOHPSOR\HHVZLOOEHHOLJLEOHWRDWWHQG60*·V.·QHNW We will begin the formal transitioning and on-boarding RULHQWDWLRQWUDLQLQJSURJUDPIRFXVHGRQQHZKLUHV7KH process for existing Greek Theatre employees SURJUDPLQFOXGHVDPLQXWHFXWWLQJHGJHYLGHRH[SODLQLQJ immediately upon approval of the Department. Please WKHFRPSDQ\·VFXVWRPHUVHUYLFHSKLORVRSK\ZKLFKLV note that SMG is prepared to make adjustments to the designed to help employees understand how SMG engages following based upon the needs and requirements. its customers through impressions. Employees are also HQFRXUDJHGWRDWWHQGWKHKDOIGD\LQWHUDFWLYH.·QHNW WITHIN 30 DAYS program further exploring the skills of customer service delivery. A blend of live and virtual facilitator training is Employee Meetings and Orientation tailored specifically to each individual facility. 60*ZLOOKDYHDQRQVLWHUHSUHVHQWDWLYHDYDLODEOHWR Recruitment of Key Personnel meet with each employee individually. The purpose of SMG will begin filling key positions, and whenever possible, these meetings will be to identify and address issues and provide opportunities for employees to fill job vacancies by concerns. Each employee will receive an orientation to promotion from within the company. Employees currently facilitate their adjustment to the company, as well as to working in the department where the vacancy occurs and FODULI\WKHLQGLYLGXDO·VUROHZLWKLQWKHRUJDQL]DWLRQ2QWKH who are qualified may be given first consideration for an HPSOR\HH·VILUVWGD\WKHVXSHUYLVRUVKRXOGEULHIO\UHYLHZWKH internal position. In order to be considered, employees job duties and expected performance and introduce the new must be in their position for a minimum of six months employee to the other employees. and must have a satisfactory overall employment record. Employee Questions SMG also works with a number of professional recruiting Throughout the transition period and beyond, ILUPVWRILOOFHUWDLQGLUHFWRUDQGVHQLRUOHYHOPDQDJHPHQW UHSUHVHQWDWLYHVRI60*·V+XPDQ5HVRXUFHV'HSDUWPHQW positions, when necessary. Employees are selected on the ZLOOEHDYDLODEOHE\SKRQHDQGLQSHUVRQWRUHVSRQGWRDQ\ basis of abilities, training, experience, character, attitude, questions or concerns. intelligence, and aptitude. Human Resources Designee 60*·V&RUSRUDWH+XPDQ5HVRXUFHV'HSDUWPHQWDQG the general manager will designate a human resources designee for the facility. This individual will be responsible IRUWKHGD\WRGD\RSHUDWLRQRIWKHIDFLOLW\·VKXPDQ resources needs in conjunction with the Corporate Human Resources Department. 79 SECTION A | OPERATIONAL OVERSIGHT & MANAGEMENT PLAN Programs Manager - Sponsorship Activation Steve Tadlock - Operations Oversight Tadlock - Operations Steve - Client Liaison Krouse Michael Measures,Performance Operations Oversight Compliance,Regional Supervision: Contract Resources Human Operations, Live Entertainment, Administrative, Support: Corporate Finance, - Premium Seating Sales PROPOSED FUNCTIONAL ORGANIZATIONAL CHART - GREEK THEATRE OPEN VENUE MODEL - VIP Guest Services - VIP Guest Services Premium - Financial Statements - Ticket Reconciliation - Show Settlements Regional Vice President - Cash Controls Manager Finance - Budgeting Steve Tadlock 2IÀFH$GPLQLVWUDWRU (Fresno, CA) - Administrative support - Telephone/Visitors - Staff Scheduling - Staff - Event Marketing Marketing - Digital Media - Social Media Manager - PR/Media - Website Regional Vice President Recreation & Parks General Manager Operations/Events Michael Krouse 6SRQVRUVKLS)XOÞOOPHQW - Community Relations LA Board of Parking/Shuttle - Event Day Liaison - Event Booking (Ontario, CA) (sub contractor) (sub contractor) - Show Advance Production - City Services - City Services Manager Manager - Life Safety Cleaning Services Services Labor (IATSE) Guest Services - Supervise Event Staff - Supervise - Customer Service - Customer Service Human Resources (sub contractor) (sub contractor) Shauna Elvin Manager - Recruiting Services Services SMG Corporate Security Programs Executive Assistant Event Sound Monitoring - Use Agreements/Contracts - Booking Coordination - Human Resources (sub contractor) Sound & - Payroll - Manage Ticketing Solutions Michael Godoy - Show Reconciliation - Promoter Interface - Promoter Interface %R[2IÀFH SMG Corporate Operations Manager Part-Time Stadiums, Arenas & Theaters Sellers Doug Thornton Executive VP Gary McAneney SMG Corporate Finance (Premier Partnerships) Sponsorship Sales - Contract Negotiations - Sales Management - Inventory Analysis - Inventory Live Entertainment Live Entertainment Jim McCue SMG Corporate 80 Section B: EVENT SERVICES STAFFING PLAN SECTION B | EVENT SERVICES STAFFING PLAN SECTION B | EVENT SERVICES STAFFING PLAN THE SMG MANAGEMENT ADVANTAGE DUHLQGXVWU\YHWHUDQVZKRDUHZHOOUHVSHFWHGE\VSRUWV properties, national governing bodies, event promoters, Our depth of experience and quality control sets us apart show managers, and, most importantly, municipal clients. from our competitors and helps meet the needs of our They are responsible for the execution and delivery of FOLHQWVDQGWHQDQWV2XURQVLWHPDQDJHPHQWWHDPDORQJ DQDUUD\RIGD\WRGD\PDQDJHPHQWVHUYLFHVDQGDUH with support from our corporate support staff and national supervised by a regional vice president and supported by network of facilities will provide all services necessary to our corporate executives. meet the operational and maintenance requirements of the Greek Theatre. 60*·VPDQDJHPHQWVHUYLFHVFDQEHFXVWRPL]HGWRPHHW HDFKFOLHQW·VXQLTXHQHHGV,QRXUWKHDWHUYHQXHVZHDUH We will utilize in–house staff along with subcontractors responsible for a broad range of duties that include finance, to provide the highest quality operating standards and human resources, game day and event services, asset constantly monitor the performance of our staff, and SURWHFWLRQ PDLQWHQDQFHDQGFDSLWDOSODQQLQJ RSHUDWLRQV WKLUGSDUW\YHQGRUVDQGVXEFRQWUDFWRUV60*SURYLGHV PDUNHWLQJVDOHVHYHQWERRNLQJDQGVXSHUYLVLRQRIWKLUG H[WHQVLYHWUDLQLQJIRUDOORILWVHYHQWGD\SHUVRQQHOLQ party subcontractors. SMG understands the importance order to deliver the best customer experience possible. of the guest experience in each theater and places the We work closely with all of our tenants to ensure highest level of emphasis on training and supervising our compliance with established rules or guidelines relating event day staff to ensure a seamless service delivery. WRHYHQWVHWXSDQGSUHVHQWDWLRQ Our operational best practices program is the cornerstone of the operational excellence that SMG is known for SMG’S STRATEGIC VISION – MIXED throughout the country. Developed through years of WITH THEIR EXTRAORDINARY LEVEL experience and industry knowledge, SMG has documented operating procedures and systems that enable our OF CUSTOMER SERVICE AND “HOW general managers to achieve the highest quality operating CAN WE HELP YOU” APPROACH – IS standards. Through our corporate office and field UNRIVALED personnel, SMG provides management services and areas - Jeanne Boyd, Former Managing Director of expertise to each of our theater clients, including: 'LYLVLRQ,0HQ·V%DVNHWEDOO&KDPSLRQVKLS1DWLRQDO + Customer service training Collegiate Athletic Association + Finance and accounting + Cash management EVENT SERVICES EXPERTISE: + Labor relations + Maintenance and engineering Our event personnel offer professional expertise and experience unmatched in the industry. Our professionals + Emergency planning have worked some of the largest events in the world at + Crisis management the most impressive venues. Well established operating + Internal audits procedures allow us to provide a safe and secure + Capital expenditure planning experience for the attendees. We have been innovative + Marketing services SMG provides a full range of management services for + Exhibitor Services each of our theaters, stadiums, convention centers and + Special events/openings arenas. These services are listed below and are more fully described in the following pages. + Media/public relations 7UDIÀFDQGVRXQGPRQLWRULQJ Each of our managed venues is overseen by an + Purchasing experienced general manager known for quality, professionalism, and attention to detail. These individuals + Parking operations 81 SECTION B | EVENT SERVICES STAFFING PLAN + Food/beverage operations VENDOR NEGOTIATIONS & PROCUREMENT + Budget preparation At SMG, we know that vendor management and %R[RIÀFHRSHUDWLRQ procurement activities at Greek are critical to success. We + FF&E services take our obligation and duty to the Department seriously. SMG is responsible for the negotiations with third party + Risk management vendors and for the procurement of furniture, fixtures, + MIS and technical services equipment, materials, supplies and third party services. + Customized client reporting This responsibility often includes negotiating and working + Vendor negotiations and management with concessionaires and subcontractors in the performance + Sponsorship and advertising sales RIWKHLUVFRSHRIVHUYLFHV7KLVSURFHVVLVWZRWLHUHG + Peripheral real estate assistance 60*·V*HQHUDO0DQDJHUDQGGHSDUWPHQWKHDGVKDQGOH + Event booking negotiations and procurement at the local level. Second, on a corporate level, SMG investigates opportunities for leveraging + Event solicitation/creation purchasing power through strategic sourcing initiatives. + Event management and operation SMG’S MASTER SERVICE AGREEMENTS (MSA) + Diversity programs 60*·V&HQWUDO2SHUDWLRQV7HDPLQFUHDVHVEX\LQJSRZHU 3UHRSHQLQJFRQVXOWLQJ for each of its facilities by utilizing the SMG Master Service + Operations consulting Agreement Program. This program affords our facilities the + Custodial services opportunity to experience significant reduction in cost on + Security service agreements. APPROACH TO SUBCONTRACTING )RUH[DPSOHZHUHFHQWO\XWLOL]HG60*·VQDWLRQDO $VDJHQHUDOUXOH60*SUHIHUVWRXVHLWVRZQLQKRXVH agreement with Schindler, to procure elevator & escalator personnel to provide operational services. This method services at our Houston facility at a greatly reduced rate. allows the operator greater control of training, applied 7KLVV\VWHPDIIRUGVRXUFOLHQWVWKHRSSRUWXQLW\RI60*·V techniques, quality control, and labor management. buying power that comes from managing more than 240 However, subject to the event schedule, budgetary facilities worldwide. Our MSA program greatly assists our constraints, code and other regulatory compliance, facilities in reducing the annual operating costs for their specialized equipment required, capital investment required facilities. to properly deliver the service and/or specialized skill sets that are needed, SMG engages qualified and licensed THIRD PARTY CONTRACTS subcontractors to perform specific services. 60*XQGHUVWDQGVWKHLQWHQVHOHYHORILQWHUDFWLRQDQG collaboration required between stakeholders and For services that SMG does outsource, it will utilizes local business and leverage relationships cultivated on the concessionaires. In addition to those parties and their national level to bring the best services at the lowest cost respective obligations, SMG negotiates and secures third to the Greek. Each subcontractor is held to the same high party vendors in connection with events and activities standards of SMG's full time personnel for accountability, cash booked by SMG. SMG has extensive experience in controls, uniforms and appearance of personnel. negotiating third party service agreements in all areas of stadium operations including: We constantly evaluate the performance of our operation & management to ensure the most cost effective means of + Catering & Concessions providing the best service. + Event staffing The process for managing subcontracts starts with an + Housekeeping explicit definition of the scope of services and requirements +/DERU in a request for proposal. Once a winning provider is selected the scope of work and explicit benchmarks are + Sound, video and lighting further defined in a contract that include defining qualitative + Landscaping and quantitative benchmarks including performance + Maintenance Services measures, where applicable, that must be met to achieve contract compliance. + Medical Services 82 SECTION B | EVENT SERVICES STAFFING PLAN + Security + Manage every aspect of events + Ticketing + Point person for clients + Manage exclusive event medical contract EVENT MANAGEMENT Our comprehensive management processes make us + Create all event floor plans in AutoCAD the best in the business. We leave nothing up to chance. + &RQWDFWIRUWKH)LUH0DUVKDO·VRIILFH (YHQWPDQDJHUVDUHFURVVWUDLQHGRQDOOIDFLOLWLHVDQGDOO + Staffs all security, medical, police officers, guest services event types. The Event Manager and Operations team is and fire inspectors for every event the single point of contact for the Promoter. All aspects of the event are identified and communicated to staff + Create and manage event budget and subcontractors through the event work order. The + Ensures clients abide by rules and regulations event manager manages the event from start to finish. + Collect event billing and work with Finance to prepare Our event management system tracks all expenditures, event settlement resources and labor to accurately forecast event costs for the client. Managing expectations and hosting successful events requires teamwork, communication and a trained PATRON SERVICES and professional team. Event Services conducts weekly meetings with staff and all subcontractors to become The primary role of our patron Services department is fully informed of the event activity on site. The underlying to provide a consistent delivery of quality service to the principals of our approach to event management are: Greek Theatre's guests in an effort to enhance their experience. Patron Services manages all aspects of the + Comprehensive event work orders distributed to each customer experience from customer service training department the parking staff to ensure a great arrival experience to + Staffing with trained personnel who are properly deployed IROORZLQJXSZLWKFXVWRPHUVHUYLFHVXUYH\VWRHYDOXDWH and professionally managed our performance. Our approach involves providing + Comprehensive security and crowd control procedures, friendly and knowledgeable employees, understanding integrating best practices learned from all of our venues the needs of our guests, providing fast and accurate + Supervision of subcontractors to assure accountability service and training our staff on customer service skills. and control 60*·VFRPPLWPHQWWRFXVWRPHUVHUYLFHDQGDSRVLWLYH + Integrated command systems that assure seamless experience for our patrons and clients alike is evident in coordination of all aspects of operations WKHVWDQGDUGVVHWIRUWKLQRXUN·QHNWWUDLQLQJSURJUDP:H + Traffic and parking management coordinated with all event regularly survey our customers and clients to measure our activity on site performance. Utilizing the findings of these surveys, SMG + 1R6XUSULVHVWKHFOLHQWLVIXOO\LQIRUPHGRIDOODVSHFWVRI has been able to identify guest concerns and improve our their event, all charges are detailed and communicated guest experience. prior to the event and we deliver on our promises 83 SECTION B | EVENT MANAGEMENT STAFFING The following is a scope of services our patron services USHERS, TICKET TAKERS department will perform to ensure a positive venue The duties of the Ushers include, but are not limited experience: to, assisting patrons by providing directional guidance + Staffing Information Booths between entry points and seating areas and other patron + Outside Information Chairs facilities, and checking tickets to ensure correct seating placement. + Lost & Found + Wheelchair Assistance Ticket taker personnel shall be capable of scanning tickets or collect, verify and tear approximately 500 + Venue Maps – Seating & Concessions tickets per hour. They are to prevent unauthorized entry + Ticket Relocations into the venue, obtain accurate ticket counts by hand or + Venue Access Assistance using mechanical or electronic counting devices and to perform visual check of patrons entering the venue for + Tram Guides contraband items. + Lobby & Restroom Music + Interpretation Services SECURITY + ADA & Special Needs Requests + Amplified Hearing Devices All SMG venues must create a security and control plan to protect people, assets, building systems, and + Stroller Check equipment in a manner consistent with professional + Umbrella Bags venue management. Elements include an event safety + Informed Switchboard Operators plan, evacuation plan, incident reports, site protection measures, and surveillance systems. + Guest & Client Surveys – Email/Social Media/Phone/ Mystery Shoppers Our security operations are managed under the following best practices guidelines and include specific GUEST EXPERIENCE responsibilities as follows: SMG has established its own customer satisfaction + Maintain daily journal documenting arrival times of survey to assist in managing consistent performance employees, deliveries, visitors, and any problems WKURXJKRXWRXUIDFLOLW\QHWZRUN%\XWLOL]LQJWKHRQ or issues. line survey methods, SMG solicits response from +3URYLGHVXSHUYLVLRQDQGGLUHFWLRQWRSDUWWLPHVHFXULW\ FXVWRPHUVZKRSURYLGHUHDOWLPHIHHGEDFNLQVL[PDMRU VWDIIZRUNLQJD´QRQHYHQWµVKLIW categories: + Screen all visitors and verify appointments with 3DUNLQJ 7UDIÀF employees. Issue visitor credentials and maintain + Signage & Navigation YLVLWRUORJ V + Staff + Monitor CCTV network and act on any suspicious or illegal activities. + Concessions +0DLQWDLQFRQVWDQWWZRZD\UDGLRFRQWDFWZLWK + Cleanliness supervisors. Ensure return and maintenance of radios. + Overall Facility Satisfaction + Verify authorization and issuance of access keys; This information is received by the General Manager sign in and out. and is monitored by the Regional Corporate staff which + Verify authorization on any property removals based enables SMG to have quantifiable metrics of customer upon use policies in place. satisfaction. This tool makes us better prepared to + Monitor all show truck arrivals or other event related serve our clients and maintain quality control at all activities. Ensure service yard is clear and able to SMG facilities. accept vehicles. + Receive and log incoming packages. Track package until picked up by personnel. 84 SECTION B | EVENT SERVICES STAFFING PLAN + Knowledge of facility crisis management plan. Security CONCERT/EVENT CLEANING command will act as the command post during crisis. We understand these responsibilities to include floor + Complete and catalogue incident reports for any incident PDLQWHQDQFH LHPRSSLQJYDFXXPLQJZD[LQJ JODVV occurring on facility property. cleaning, trash removal, dusting, and detail cleaning. + Maintain a full telephone list of all employees and Tasks will be issued to personnel on a daily basis emergency city departments such as police, fire, through internal work orders that must be signed and bomb squad, and EMS. returned daily when complete. Work orders are used + Work with all show security to ensure compliance with to track quality control and determine performance artist security needs. levels. All personnel will be trained in accordance with SMG housekeeping standards and methods. SMG + Coordinate with local law enforcement and emergency DQWLFLSDWHVWKLVVHUYLFHEHLQJSURYLGHGWKURXJKWKLUG response officials to ensure crowd safety party contractors based on the equipment and expertise needed to successfully complete certain project tasks. PARKING ATTENDANTS EVENT CLEANING: 7KH*UHHN7KHDWUH·VFXVWRPHUH[SHULHQFHW\SLFDOO\VWDUWV (YHQWDQGSRVWHYHQWFOHDQLQJZLOOEHVWDIIHGWKURXJK with the family getting in their car and driving to the facility. DWKLUGSDUW\VXEFRQWUDFWRUWKDWZLOOUHSRUWWRDIXOOWLPH 60*·VWUDIILFPDQDJHPHQWDQGSDUNLQJVHUYLFHVLQDQG SMG manager. Service personnel will be trained in around the Greek Theatre are our first point of contact with SMG housekeeping standards and methods and will the guest and we will work diligently to ensure that each be deployed according to layout of the facility, demand guest has the best possible experience. Through years of the patrons, and type of event. The quantity of of experience, SMG has created staffing plans to get our personnel used for these functions will vary based on customers out of their car and to their event as efficiently a variety of factors that include, but are not limited to: as possible. anticipated attendance, type of event, amount of food and beverage expected to be sold, and history of the We make customer service a top priority and understand event in the facility. that the provision of effective event customer service at any facility requires unique preparation and implementation. 60*ZLOOFDUHIXOO\VXSHUYLVHWKHWKLUGSDUW\SURYLGHU :HHQVXUHWKDWDOOVXEFRQWUDFWHGSDUNLQJSHUVRQQHODUH to ensure they understand anticipated attendance, trained, briefed on specific event activity and accountable key areas that need to be cleaned, and the schedule IRUVHUYLFHGHOLYHU\$OOVXEFRQWUDFWHGHPSOR\HHVZLOO allotted for completion of their tasks. receive training in the following areas: + Making a Positive First Impression TRASH REMOVAL AND RECYCLING: + Properly Greeting Customers Trash removal and recycling will be provided through a + Communication Skills WKLUGSDUW\VHUYLFHSURYLGHU + Basics of Effective Communication + Intercultural Business Etiquette PEST CONTROL: SMG will engage the services of a recognized, + Grammar Essentials successful, licensed, and insured pest control services + Conflict Avoidance company through a competitive process to ensure that + Calming Upset Customers a proper pest control program is instituted to ensure a + Complaint Handling minimal exposure to the infestation of pests and vermin + Stress Management in accordance with all applicable ordinances, statutes, + Lost and Found Procedures and regulations. + ADA Sensitivity NEIGHBORHOOD EVENT STAFF At the Greek Theatre, the Operations Manager will oversee Off Premise Neighborhood Control and coordinate all staffing plans as well as the collection of parking receipts from the third party service provider. 7KH*UHHN7KHDWUHHPSOR\VRIIGXW\SROLFHRIILFHUVWR assist in several key areas. The off duty officers assist in crowd control outside of the venue thereby enhancing the protection of the surrounding neighborhoods. These off 85 SECTION B | EVENT SERVICES STAFFING PLAN ,QDGGLWLRQWKH*UHHNKLUHVDQRQSROLFHQHLJKERUKRRG walking patrol as well as “Police Cadets”, a group of young "WE WILL CONTINUE THE PRACTICE men and women who work with the L.A.P.D. Division. OF EMPLOYING OFF-DUTY POLICE These employees work in teams of two, with flashlights, DETAIL TO PROVIDE ADDITIONAL patrolling the neighborhood during Greek Theatre events. The members of this “team” are called “Yellow Jackets” SECURITY OVERSIGHT IN THE as they wear bright yellow jackets so that they are easily NEIGHBORHOODS" recognized. In addition to being available to the neighbors, WKH\KHOSWKHRIIGXW\RIILFHUVZLWKSDWURQVZKRPD\EH EHKDYLQJLQXQUXO\ZD\V$IWHUWKHHYHQWWKH\SURYLGHSRVW duty officers handle any unruly behavior of individuals such VKRZFOHDQXSLQWKHQHLJKERUKRRGV as excessive noise, littering, alcohol and drug use and illegal parking. In addition, the officers address the illegal vending of merchandise as well as ticket scalping. Most often, just speaking with the offending parties is enough to change the behavior; however, on occasion arrests are made. In all cases, all parties are handled respectfully and in a professional manner. During the exiting of the Park, Officers cover several locations while “roaming” on bicycle or motorcycle. Typical locations include: + Hillhurst and Vermont Avenues + Glendower and Vermont Avenues + Gainsborough and Vermont Avenues + Aberdeen and Vermont Avenues + Commonwealth Avenue + Commonwealth Park Gate + Commonwealth and Cromwell Avenues + Upper Aberdeen and Vermont Avenues + Lower Aberdeen and Vermont Avenues 86 SECTION B | EVENT MANAGEMENT STAFFING SAMPLE EVENT SERVICES PLAN Below is an illustration of the event staffing positions that will be deployed inside the Amphitheater . TICKET TAKERS - 7 SECURITY - 42 SUPERVISOR - 1 SUPERVISORS -4 AREAS STATIONED: HOSPITALITY - 3 Entrance gates, Hill Crew, Admin offices, Dressing Rooms, 3URGXFWLRQVKRZRIILFHV/RDGLQDUHD9,3&OXEDUHDV BOX OFFICE - 7 Stage, FOH sound/lights, trucks/busses, catering, artist gate/ SUPERVISOR -1 backstage, public area/seating roamers USHERS - 36 SUPERVISORS - 3 ELEVATORS - 4 TOTAL - 43 PEOPLE 87 SECTION B | EVENT MANAGEMENT STAFFING SAMPLE EVENT SERVICES PLAN Below is a site diagram showing the locations of the various personnel by position. PARKING STAFF PARKING SUPERVISORS V E R YELLOW JACKETS M O YELLOW JACKET SUPERVISOR N T C OFF DUTY POLICE OFFICER A N General locations relative to both vehicular Y and pedestrian traffic patterns O LOT N R H D . 9 LOT LOT H G 4 RESERVED EALTH AVE. ONLY W QUICK N PARK O M 5 LOT 13 F 1 AREA C - ADA (NON-WHEELCHAIR) BOX 3 OFFICE BOX COM LOT J 2 LOT 4 D 8 1 GREEK OFF-SITE PARKING DROP-OFF & PICK-UP AREAS LOT C PARK GATES ADDITIONAL STAFFING NOT SEEN ON MAP LOT A 5 CROSSWALKS 9 7 OFFSITE LOT B 4 SET-UP 88 SECTION B | EVENT MANAGEMENT STAFFING SAMPLE EVENT SERVICES PLAN Below is a site diagram showing the locations of the various personnel by position. N. ABERDEEN COMMON WEALTH AVE. S. ABERDEEN VERMONT AVE VERMONT INVERNESS AVE. HILLHURST AVE. CROMWELL GAINSBOUROUGH AVE. LOS FELIZ BLVD. DEPARTMENT OF YELLOW JACKET SUPERVISOR TRANSPORTATION OFF DUTY POLICE OFFICER YELLOW JACKETS General locations relative to both vehicular and pedestrian traffic patterns 89 SAMPLE EVENT SERVICES PLAN Hours # of staff or Position Hourly Rate (1) Worked # shuttles Total $ Ushers $15.52 - $18.85 297 43$ 4,663 Ticket Takers $15.52 - $18.85 55 8$ 868 Security $15.52 - $18.85 318 46$ 4,989 Parking Attends. $15.52 - $25.00 485 64$ 7,606 Offsite Parking Shuttles$ 68 67 13$ 4,556 ADA Shuttles$ 60 68 8$ 4,080 Box Office $31.00 - $37.50 132 8$ 1,340 Concert/Event Cleaning$ 4,200 Neighborhood Event Staff $15.52 - $16.87 126 17$ 1,937 Administration$ 15.52 21 3$ 318 Hospitality $15.52 - $18.85 21 3$ 531 LAPD $37.50 - $56.25 82 12$ 3,621 Department of Transportation $51.25 - $67.50 - 3$ 1,659 Other $ 2,816 Total $ 43,184 FOOTNOTES: The Sample Event Staffing Plan above follows the format provided in the RFP and includes staffing for a typical sold out concert event. As noted in the RFP, these rates will be the basis for establishing payment of these services for the term of the Agreement. LIVING WAGE- All of the hourly rates used in the calculations above are in conformance with the 2016 rates as prescribed by the Los Angeles Living Wage Ordinance. We will continue to comply with the Ordinance in each year of our operation of the venue. Promoter/Production Expenses- There are additional costs associated with promoting and producing the events at the venue which are also not included in the above schedule such as stagehands, catering, and production equipment which will be charged as a show expense and paid by the promoter or event tenant in advance or at settlement on the night of the show. 90 Section C: SPONSORSHIP & SEAT PLAN SECTION C | SPONSORSHIP & SEAT PLAN SECTION C | SPONSORSHIP & SEAT PLAN SMG TO PARTNER WITH PREMIER PARTNERSHIPS TO MAXIMIZE SPONSORSHIP OPPORTUNITY SPONSORSHIP SALES terms of our sponsor arrangements and to ensure that our sponsors continue to receive a high quality return on To maximize sponsorship sales, SMG has partnered with their investment. SMG believes that there are significant Premier Partnerships, a nationally recognized commercial sponsorship and seating program opportunities at the rights sales agency that has specific expertise in selling Greek and we are ready to deploy significant resources sponsorships for entertainment venues. Premier brings to ensure the highest quality programs yielding maximum deep subject matter expertise having served as the sales revenue for the Department. We agree to comply with the DJHQWIRUVRPHRIWKHQDWLRQ·VPRVWSURPLQHQWYHQXHV 'HSDUWPHQWDQG&LW\·VVSRQVRUVKLSSROLFLHVDQGJXLGHOLQHV Premier with its headquarters in Santa Monica has also DQGUHFRJQL]HWKH'HSDUWPHQW·VULJKWLQLWVVROHGLVFUHWLRQ had unparalleled success locally having forged some of to refuse any sponsorship presented by SMG without being the largest sponsorship deals in Los Angeles. In fact, we responsible for any fee in the event of such refusal. have found that selecting a local independent with big brand relationships and a deep understanding in valuing REVENUE PERCENTAGE PAID TO advertising rights in the venue's location is essential. We THE DEPARTMENT evaluated the benefit of taking this business segment in SMG shall pay and deliver the Department seventy five house, but concluded that partnering with a nationally SHUFHQW RIDOOJURVVUHYHQXHVUHFHLYHGIURPWKHVDOH recognized firm that has deep experience in the LA of sponsorship, box seats, personal seat licenses and VIP market would provide the greatest opportunity to generate VHDWV ¶3UHPLXP6HDWLQJ· DWWKH*UHHN7KHDWUHHDFK\HDU sponsorship revenues. during the term of the agreement. The balance of twenty 60*DQG3UHPLHUKDYHDORQJVWDQGLQJUHODWLRQVKLS ILYHSHUFHQW ZLOOEHUHWDLQHGE\60*IRUSD\PHQWRI having partnered in other locations. As the venue operator, commissions, including all fulfillment, expenses, or other 60*ZLOOPDQDJH3UHPLHU·VGHOLYHUDEOHVZLWKUHVSHFWWR cost pertaining to the sale of the sponsorship and Premium the Greek and our two teams will collaborate on a daily Seating. SMG shall be solely responsible for payment of all basis to solidify a strong local partnership yielding the the above mentioned costs out of the 25% share of gross greatest results for the Department. At the same time, sales proceeds. All payments to the Department by SMG we will be sensitive and maintain a balanced approach ZLOOEHPDGHZLWKLQWKLUW\ GD\VRIUHFHLSWRIVXFKIHHV. in maximizing revenue at the venue while respecting its historical significance, the pristine environment in which it is positioned and its proximity to the local community. In addition to this powerful sales and marketing force, ZHZLOOKDYHGHGLFDWHGSHUVRQQHORQVLWHWRDFWLYDWHWKH 91 SECTION C | SPONSORSHIP & SEAT PLAN ABOUT PREMIER PREMIER UNDERSTANDS THE Premier Partnerships is a sales and advisory firm specializing in DELICATE BALANCE BETWEEN the development and execution of customized commercial sales MAXIMIZING REVENUE FOR strategies for special events, top tier entertainment facilities, sports THE AND PRESERVING PUBLICLY and entertainment destinations, and league and team properties OWNED ASSETS THAT ARE TO across the country. In doing so, Premier has attained broad BE ENJOYED BY ITS CITIZENS. experience in working with municipalities with respect to venue sponsorship and provides a wide range of other advertising and marketing services to these entities. Recently, for example, Premier PREMIER SNAPSHOTS designed a new approach to the sale of billboards to real estate - MAJOR DEALS developers for the City of West Hollywood. THE TEAM The professional staff of Premier Partnerships includes more than 100 years of entertainment and event experience both in the USA DQGLQWHUQDWLRQDOO\7KHWHDPSULGHVLWVHOILQRIIHULQJFOLHQWVDUHVXOWV driven, proven approach that successfully balances the needs of the client with the commercial objectives of the project. Premier was founded in 2003 by its current Chairman Alan Rothenberg and CEO/ DOLBY THEATRE President Randy Bernstein, both internationally renowned in the 1HJRWLDWHGVLPXOWDQHRXVO\ZLWK sports, entertainment and advertising worlds, and is managed by the final companies that were the best fit for H&H Center and long term industry veteran Jeff Marks, who as Managing Director will AMPAS oversee the Greek account for the firm. 6LJQHGILQDOFRQWUDFWDQGSODQQHG the unveiling PREMIER GREEK TEAM 6HFXUHGWKHPRVWYDOXDEOH QRQVSRUWVQDPLQJULJKWVLQKLVWRU\ TCL CHINESE THEATRE 'HVLJQHG9,3KRVSLWDOLW\IRU decision makers to experience ILUVWKDQGWKHH[FOXVLYHUHGFDUSHW access their employees, clients, and prospects would receive 1HJRWLDWHGZLWKWKHILQDO companies for the naming rights 6LJQHGILQDOORQJWHUPFRQWUDFW ZLWKPXOWLPLOOLRQGROODUDQQXDO investment and announced the new name in less than seven months 92 SECTION C | SPONSORSHIP & SEAT PLAN PREMIER PROFILES ALAN ROTHENBERG Chairman Serving as Chairman of Premier Partnerships with over \HDUVRIH[HFXWLYHOHYHOVSRUWVH[SHULHQFH$ODQ, Rothenberg is a highly respected individual in the legal and sports industries, and is a renowned expert in sports business and law. Alan Rothenberg 5RWKHQEHUJVSHDUKHDGHGVRFFHU·VULVHLQWKH86GXULQJ Chairman WKH ·VDV&KDLUPDQDQG&(2RIWKH :RUOG&XS &KDLUPDQRIWKH ),)$:RPHQ·V:RUOG&XS 3UHVLGHQW + 2QHRIFRXQWU\·VPRVWUHVSHFWHG of the U.S. Soccer Federation; Chairman of the U.S. Soccer sports executives Foundation; and, founder of Major League Soccer. + Extensive US and global The 1994 World Cup was the most successful in FIFA industry network history averaging more than a still record 64,000 fans per + &RIRXQGHURI3UHPLHU game, with an operating surplus of over $60 million. The with Randy Bernstein ),)$:RPHQ·V:RUOG&XSZDVWKHPRVWVXFFHVVIXO ZRPHQ·VVSRUWLQJHYHQWLQKLVWRU\5RWKHQEHUJZDVDOVR Contact: Soccer Commissioner for the 1984 Los Angeles Olympics. [email protected] Previously, he was an owner of the L.A. Aztecs of the NASL. For his accomplishments, FIFA bestowed upon him its coveted Order of Merit and he was inducted into the U.S. Soccer Hall of Fame. Rothenberg was a top executive in the NBA during the 1970s and 1980s. While serving as Vice President and General Counsel of Jack Kent Cooke, Inc. and California Sports, Inc., he represented the Lakers on WKH1%$·V%RDUGRI*RYHUQRUVIURP DQGZDVDPHPEHURIWKH%RDUGRI*RYHUQRUVGXULQJKLV WHQXUHDV3UHVLGHQWRIWKH&OLSSHUVIURP 5RWKHQEHUJDSSHDUHGUHJXODUO\RQ(631·V´6SRUWVORRNKDVEHHQDQLQVWUXFWRURI6SRUWV/DZDW86&DQG LVIRUPHU&KDLUPDQRIWKH$PHULFDQ%DU$VVRFLDWLRQ·V&RPPLWWHHRQ6SRUWV/DZ Among others, Rothenberg has been honored by the SportsBusiness Journal with both the “Champions in Sports Business” award for his career successes and the “Sports Industrialist of the Year” award. He has also been the recipient of the U.S. Olympic Foundation “George Steinbrenner Sports Leadership” award. A former President of the State Bar of California, Rothenberg practiced law for over 35 years. He was a founder and name partner at Manatt, Phelps, Rothenberg, and Phillips for more than 20 years, followed by 10 years as a partner at Latham & Watkins. His law practice involved matters drawn from the financial, business, sports and entertainment fields. Rothenberg has served on several public company boards, including Arden Realty, CPK, Inc., and Zenith National. He served as President of The Los Angeles Board of Airport Commissioners. He is the Chairman of 1st Century Bank. He is Chairman of the Los Angeles Chamber of Commerce; is past President of the Constitutional Rights Foundation and Fraternity of Friends of the Music Center; was Chairman of the Los Angeles Convention and Visitors Bureau; was Chairman of the Los Angeles Sports Council; and, a member of the board of the Los Angeles Sports and Entertainment Commission and the Southern California Committee for the Olympics. 93 SECTION C | SPONSORSHIP & SEAT PLAN RANDY BERNSTEIN President & CEO A veteran of more than 30 years in the sports, entertainment and digital industry, Randy Bernstein is the President & CEO of Premier Partnerships. A focused leader with a successful track record in VWDUWXSFRUSRUDWHEXVLQHVVDQGLQWHUQDWLRQDOHYHQWPDQDJHPHQW sales and marketing. Bernstein has secured multiple billions of dollars in naming rights, sponsorship, advertising and corporate Randy Bernstein support during his professional career. President & CEO In the first ten years of operation of Premier, Bernstein has led + 30 years of front line sponsorship the company to the one of the most powerful sports marketing sales at the highest level firms in the United States. SportsBusiness Journal in 2010 + Strong mix of senior corporate awarded Premier as the Sports Marketing Agency of the Year for and league experience “Property Consulting, Sales and Client Service”. Bernstein has DJJUHVVLYHO\EXLOW3UHPLHU·VORQJWHUPFOLHQWOLVWWRRYHUTXDOLW\ + &RIRXQGHURI3UHPLHU facilities, events and properties. In 2013, Premier broke all prior with Alan Rothenberg industry records for naming rights sales on major facilities, and Contact: in 2015 Forbes Magazine named Premier one of “The 10 Best [email protected] Organizations To Work For In Sports.” Prior to starting Premier, he spent just under four years at Yahoo! Inc. as an early company Vice President. Bernstein oversaw Before venturing into the Internet industry, Bernstein spent more than 20 years in professional sports management, corporate sales, account management, marketing, broadcasting, licensing, ticketing, operations, administration and communications with a diverse group of entities, including senior roles with Major League Soccer, World Cup USA 1994, the San Diego Sockers and the San Diego/Los Angeles Clippers. $VRQHRIWKHIRXQGLQJH[HFXWLYHVRI0DMRU/HDJXH6RFFHU%HUQVWHLQZDVUHVSRQVLEOHIRUDOOPDUNHWLQJUHODWHG EXVLQHVVDIIDLUVIRUWKHOHDJXHZKLOHVHUYLQJDV0/6·V&KLHI0DUNHWLQJ2IILFHU'XULQJKLVWHQXUHZLWK0/6IURP %HUQVWHLQVHFXUHGPRUHWKDQPLOOLRQLQFRUSRUDWHSDUWQHUVKLSVWRODXQFKWKHVLQJOHHQWLW\OHDJXH %HUQVWHLQ·VLQYROYHPHQWZLWKSURIHVVLRQDOVSRUWVEHJDQLQ ZKHQKHZDVKLUHGDVWKH'LUHFWRURI7LFNHW $GPLQLVWUDWLRQIRUWKH1%$·V6DQ'LHJR&OLSSHUV$IWHUWZRVHDVRQVKHUHORFDWHGZLWKWKHWHDPWR/RV$QJHOHV 7KHIROORZLQJ\HDUWKHWKHQ\HDUROG%HUQVWHLQZDVQDPHG9LFH3UHVLGHQWRI6SRQVRUVKLS6DOHVEHFRPLQJ one of the youngest executives in NBA history. Following his tenure with the Clippers, Bernstein spent seven seasons as an executive with the Major Indoor 6RFFHU/HDJXH·V6DQ'LHJR6RFNHUVVWDUWLQJDV9LFH3UHVLGHQWRI0DUNHWLQJDQGHQGLQJKLVDVVRFLDWLRQZLWKWKH club as Executive Vice President and General Manager in 1991. During his seven seasons with San Diego, the Sockers captured six league championships. 3UHVHQWO\DQDYLGUXQQHUDQGZHHNHQGDWKOHWH%HUQVWHLQUHFHLYHGKLV%DFKHORU·V'HJUHHLQ6SHHFK &RPPXQLFDWLRQVIURP6DQ'LHJR6WDWH8QLYHUVLW\ZKHUHKHHDUQHG:HVWHUQ$WKOHWLF&RQIHUHQFH6FKRODU$WKOHWH honors during his four seasons with the Aztecs baseball team. Bernstein, a Southern California native, splits his time between homes in Pacific Palisades, CA. and the Upper West Side of Manhattan, NY. 94 SECTION C | SPONSORSHIP & SEAT PLAN JEFF MARKS Managing Director Jeff Marks is a senior sports marketing and business development executive with over fifteen years of sales and marketing experience with Fortune 500 companies, sports teams, leagues, venues, municipalities, sponsors, franchise owners and investors. Marks currently serves as Managing Director of Premier Partnerships, Jeff Marks where his primary focus is business development and revenue Managing Director generation for the firm, as well as high level sales representation + Extensive client consulting for prestige accounts. In addition, Marks sits on the management background at Fortune 500 level committee that oversees: Corporate Consulting, Investment Advisory, B2B Partnerships and Valuation. + Leads investment advisory and valuation efforts for Premier Marks has thrived over the past few years due to his focus on + 0HPEHURI3UHPLHU·V FUHDWLQJLQQRYDWLYHDQGQRQWUDGLWLRQDOEXVLQHVVGHYHORSPHQW Management Board partnerships. During this time, he has secured partnerships across DOOILYHPDMRUVSRUWVOHDJXHVDQGORFNHGLQVLJQLILFDQWORQJWHUP Contact: [email protected] contractually obligated income for his clients. Marks is also responsible for negotiating the 2011 industry naming rights deal, 2YHUVWRFNFRP&ROLVHXPKRPHWRWKH0/%2DNODQG$·VDQG1)/ Oakland Raiders. 8QGHU0DUNV·GLUHFWLRQ3UHPLHUGHYHORSHGWKH5HYHQXH0D[LPL]HUZKLFKLVDQDQDO\WLFDOVDOHVPRGHOIRU identifying, creating, valuing, packaging and selling sponsorships and naming rights. Using this tool, Premier has consulted with both the NFL and NBA to maximize sponsorship revenue from special projects. 0DUNVLVFXUUHQWO\DQDGMXQFWIDFXOW\PHPEHUDW8QLYHUVLW\RI6DQ)UDQFLVFR·V6SRUWV0DQDJHPHQW3URJUDP and teaches “New Business Models in the Sports Industry.” He frequently provides sports business insight to leading national media outlets, and has also published industry studies on sports business trends. Prior to Premier Partnerships, Marks was a Founding Partner and Managing Director of Sports Business 9HQWXUHV 6%9 DVSRUWVLQYHVWPHQWDQGDGYLVRU\ILUPWKDWZDVFRIRXQGHGZLWKVSRUWVYHWHUDQVLQFOXGLQJ$ODQ Rothenberg and Neal Pilson. Prior to SBV, Marks was Managing Director of Sports Business Group, a strategic consulting firm that worked on high profile projects including NFL advisory work for the City of Los Angeles, City of Anaheim and the City of Pasadena. Marks currently serves on the Advisory Board of University of California Berkeley Athletics, the LA Sports Council Board, Sports Spectacular/Cedars Sinai Medical Center Advisory Committee, and is a member of YPO. He is also the former Chairman and Board Member for the Jewish Sports Hall of Fame, Southern California. 0DUNVHDUQHGDEDFKHORU·VGHJUHHLQ,QWHUQDWLRQDO(FRQRPLFVZLWKDPLQRULQ5KHWRULFIURPWKH8QLYHUVLW\RI California, Berkeley, and his MBA from the Marshall School of Business at the University of Southern California. He is married with two children and considers Los Angeles, California his home. 95 SECTION C | SPONSORSHIP & SEAT PLAN Premier uses its worldwide relationships and industry expertise to identify, market, secure, and maximize a SURSHUW\·VFRPPHUFLDOYDOXH3UHPLHU·VH[FHOOHQFHKDVEHHQUHFRJQL]HGE\6SRUWV%XVLQHVV-RXUQDODVWKH ZLQQHUDQGDWKUHHWLPHQRPLQHHIRU$JHQF\RIWKH POWER OF A NATIONAL PLAYER WITH LOCAL EXPERIENCE Premier has negotiated and managed some of the most lucrative sponsorship arrangements for the biggest brands in sports and entertainment including all of the major sports leagues and married these properties to the biggest consumer brands in the world such as Nike, Honda. Westin and Coca Cola. On the venue side, Premier has secured naming rights and a complement of sponsorship arrangements for major facilities across the country including Petco Pavilion, Oc.co Coliseum, the Prudential Center. At the same time, with its roots in Los Angeles the firm has deep experience in advertising and sponsorship within the local market having secured some of the largest venue sponsorship deals including the naming rights for the Dolby Theater and TCL Chinese Theater right down the street from the Greek and several category sponsors for the Rose Bowl. CLIENT PORTFOLIO 3UHPLHU·VFOLHQWOLVWLQFOXGHVDVHOHFWLRQRIWKHILQHVWDQGPRVWSUHVWLJLRXVSURSHUWLHVDQGIDFLOLWLHVLQWKHZRUOG7KH FRPSDQ\·VUHSXWDWLRQKDVEHHQEXLOWRQWKHEDVLVRISURYLGLQJGHSHQGDEOHKRQHVWDQGSURIHVVLRQDOVHUYLFHVWKDW deliver tangible results. Its executives have concluded more than $1 billion in sponsorship sales over the course of their careers. Here are a sample of the deals Premier has done. MAJOR EVENTS, MAJOR PARTNERSHIPS, MAJOR REVENUE GENERATION 96 SECTION C | SPONSORSHIP & SEAT PLAN TRACK RECORD OF WORKING WITH MAJOR BRANDS 97 SECTION C | SPONSORSHIP & SEAT PLAN 3UHPLHU·VFOLHQWLQFOXGHVDVHOHFWLRQRIWKHILQHVWDQGPRVWSUHVWLJLRXVSURSHUWLHVIDFLOLWLHVDQGFOLHQWVLQWKHZRUOG7KH FRPSDQ\·VUHSXWDWLRQKDVEHHQEXLOWRQWKHEDVLVRISURYLGLQJGHSHQGDEOHKRQHVWDQGSURIHVVLRQDOVHUYLFHVWKDWGHOLYHU tangible results. FACILITIES + Delaware Youth Soccer + Eastern Pennsylvania Youth Soccer Association +)&'DOODV 0/6 + FIFA ++DPLOWRQ7LJHU&DWV &)/ + U SA B a s ke t b a l l + Bridgestone Arena + USA Trac k & Fi el d +'LFN·V6SRUWLQJ*RRGV3DUN + O.co Coliseum P R O P E R T I E S – L E A G U E S A N D T E A M S + Moda Center + Petco Pavilion +&ROXPEXV&UHZ 0/6 + Pizza Hut Park +/RV$QJHOHV$QJHOV 0/% + PPL Park + MLB + Prudential Center + MLS + Rose Bowl Stadium +1DVKYLOOH3UHGDWRUV 1+/ +$SRJHH6WDGLXP 8QLYHUVLW\RI1RUWK7H[DV + NBA +1HZ2UOHDQV3HOLFDQV 1%$ +9LHMDV$UHQD 6'68 + NFL EVENTS + NHL + Oracle Racing Team + City of West Hollywood Halloween Festival + Ottawa Sports and Entertainment Group + Grand Central Terminal Centennial +3RUWODQG7UDLO%OD]HUV 1%$ + Long Beach Marathon + Soccer United Marketing + National Volleyball League +7H[DV5DQJHUV 0/% + Rose Bowl Game + Super Bowl XLV CONSULTING + Host Committee + Tournament of Roses Parade +(OHYHQ + American Fidelity + Twin Cities Marathon + Bear Data Systems PROPERTIES + City of West Hollywood + Coloredge + IM Group + Herbalife + Dolby Theatre + Insurance Office of America + Grand Central Terminal + MasterCard + Hermione Project + NYC Marketing + Hollywood & Highland Center + O.co + Mammoth Mountain Ski Area + Passion Growers + TCL Chinese Theatre MUNICIPALITIES PROPERTIES - GOVERNING BODIES + City of Long Beach +$PHULFD·V&XS(YHQW$XWKRULW\ + City of San Antonio + AYSO Youth Soccer + City of West Hollywood + Colorado Youth Soccer + GA Dept. of Tran 98 SECTION C | SPONSORSHIP & SEAT PLAN GREEK THEATRE SPONSORSHIP PROGRAM companies DESIGN AND MARKETING STRATEGY + Create memorable meetings with decision makers + Negotiate and execute sponsorship agreements The SMG/Premier team will work collaboratively to will EXLOGRXWDFRPPHUFLDOVDOHVSURJUDPEDVHGRQFXUUHQWRQ VLWHVSRQVRUVKLSLQYHQWRU\ VLJQDJHHQWLWOHPHQWDUHDVHWF POTENTIAL CATEGORIES as well as identifying and creating new sponsorship assets + Telecom/Network RQVLWHDQGLQWUDGLWLRQDODQGRQOLQHPHGLD +,QVXUDQFH0XOWL3URSHUW\6XSSOHPHQWDO + Banking & Credit Union DESIGNING AND EXECUTING ON THE + Beverage/Soft Drink PROGRAM: + Health Care / Hospital DEVELOP THE SPONSORSHIP PLATFORM +5DGLR/RFDO5LJKWV – Utilize Revenue Maximizer™ Principles + Technology + Utilities + Review, analyze and recommend the appropriate + Gasoline sponsorship inventory throughout the Theatre and available + media assets. Auto/Import + Television/Cable System +&DWDORJH[LVWLQJLQYHQWRU\LGHDVDQGSURSRVHQHZYDOXH + Auto/Domestic adding inventory ideas + Personal Grooming + Review current sales collateral and packages, as well as + Ticket Systems existing sponsorship agreements + Courier Service + Create customized baseline packages for each category + Lottery + Beverage/Beer Domestic DEVELOP A TURNKEY SALES PLAN + Retail/Grocery Chain + Identify key target sponsor categories and companies + Insurance/Health + Affinity Card & Checking + Propose customized sponsorship assets for targeted categories + Airline + QSR +2XWOLQHDJRWRPDUNHWVDOHVSODQWKDWLGHQWLILHVHDFKSKDVH and step of the sponsorship sales process + Financial Service + Beverage/Alcoholic + Propose a strategy for converting current Greek sponsors + WRORQJWHUPSDUWQHUVZLWKWKHQHZRSHUDWRUPRGHO Travel Agency + Furniture / Electronics / Sporting Goods Retailer + Create a final sponsorship hierarchy and baseline rights + Construction & Industrial and benefits packages for sponsor levels + Retail/Sporting Goods + Build out an acquired content strategy and platform + Casino/Indian Tribe & Related + Create a charitable/foundation component for partners + Athletic Apparel & Footwear to provide additional funding towards the LA Parks + Hotel Foundation, as appropriate + Newspaper + Education/College & University SALES REPRESENTATION + Television/Local Broadcast +&UHDWHLPSDFWIXOVDOHVPDWHULDOV VL]]OHUHHOVWRU\GHFN + Waste Management RQHVKHHWSUHVHQWDWLRQDQGWHUPVKHHWV + Packaged Food/Meat + Office Products & Equipment + Develop a lead generation and pipeline report of prospect opportunities and initiate introductory meetings + Home Improvement Retailer to ascertain business development and sponsorship + Business 2 Business opportunities + Automotive Aftercare +6HFXUHKLJKOHYHOFDOOVDQGPHHWLQJVZLWKWDUJHWHG 99 SECTION C | SPONSORSHIP & SEAT PLAN PROJECTED SPONSORSHIP LEVELS Greek Theatre The anticipated sponsor levels and projected revenues Projected Sponsorship Levels below are estimated on the basis of 70 events and Tier Annual Fee approximately 330,000 attendees per season at the Presenting$ 230,000 venue. Although we understand the Operational 1 Top Tier 1$ 100,000 Oversight Agreement may be for a term that is less than 2 Top Tier 1$ 100,000 3 years in duration, for our modeling purposes we have 3 Top Tier 1$ 100,000 assumed that many of these agreements may have a OHQJWKRIWHUPWKDWUDQJHIURP\HDUV2IFRXUVH 4 Top Tier 1$ 100,000 any sponsorship agreement that extends beyond the 5 Top Tier 2$ 65,000 2SHUDWLRQDO2YHUVLJKW$JUHHPHQWZRXOGUHTXLUHSUH 6 Top Tier 2$ 65,000 approval by the Department. In light of how these 7 Top Tier 2$ 65,000 sponsorship arrangements are typically secured, and 8 Top Tier 2$ 65,000 due to the open venue model, sponsors will most likely 9 Top Tier 3$ 30,000 desire multiple year terms to build brand value. The 10 Top Tier 3$ 30,000 figures to the right represent the projected annualized 11 Top Tier 3$ 30,000 rights fees for commercial and sponsorship sales. 12 Top Tier 3$ 30,000 13 Top Tier 3$ 30,000 We are prepared to recommend that our 14 Top Tier 3$ 30,000 sponsorship partners contribute to the Los 15 Top Tier 3$ 30,000 Angeles Parks Foundation that provides Total$ 1,100,000 additional funding and support for the Department of Recreation and Parks. ANNUAL NET SPONSORSHIP REVENUE Greek Theatre Based upon the sponsorship approach outlined Projected Sponsorship Revenue above, SMG and Premier Partnerships are confident Tier Partners Annual Fee Revenue that the Department will experience substantial Presenting 1$ 230,000 $ 230,000 SURFHHGVIURPWKHYHQXH·VVSRQVRUVKLSSURJUDP7KH Tier 1 4$ 100,000 $ 400,000 table to the right provides a summary of anticipated Tier 2 4$ 65,000 $ 260,000 revenues generated by the sponsorship program, Tier 3 7$ 30,000 $ 210,000 ZLWKFRQVLGHUDWLRQJLYHQWRWKH'HSDUWPHQW·V Total 16 --$ 1,100,000 entitlement to 75 percent of proceeds as indicated in the RFP. Assumptions made below are subject Department Share (75%)$ 825,000 to modification given and adjustments to category Operator Share (25%)$ 275,000 exclusivities, availability of advertising inventory or any other unforeseen advertising restrictions. As shown, SMG anticipates that the sponsorship program will generate annual net revenues of $994,000 million for the District, or 75 percent of total net revenues of $1.35 million. 100 SECTION C | SPONSORSHIP & SEAT PLAN PREMIUM SEATING PROGRAMS EXPERIENCE AND APPROACH the services of an external sales and fulfillment agency, or through a corporate affiliate. This sales SMG has deep experience in the sales and marketing team will be in charge of sales, marketing, fulfillment, of seating programs similar to those that currently DQGRQVLWHFRRUGLQDWLRQZLWKWKHRSHUDWLRQVWHDP exist at the Greek as discussed below. We manage food and beverage concessionaire, and the promoters these programs on behalf of our clients in all venue to ensure premium service on event nights. types and ranges in capacity from theaters and performing arts centers to major arenas and stadiums. PREMIUM SEATING PROGRAMS In our amphitheaters, we manage programs that 2XUPRGHOSURSRVHVWKUHH VHSDUDWHSUHPLXP LQFOXGHER[VXLWHVVHDVRQVHDWVVHULHVDQGPXOWL seating options, which are designed to maximize event packages, seat licenses, and VIP packages. revenue for the Department while maintaining a proper In conjunction with the sale and servicing of box EDODQFHEHWZHHQSUHPLXPDQGQRQSUHPLXPVHDWLQJ seats and other premium offerings, SMG is expert in packaging other amenities such as the sale of + %R[6HDW6DOHV $QQXDODQGSHUHYHQW H[FOXVLYHKRVSLWDOLW\DUHDVDQGSDUNLQJDQDWXUDOXS + 3HUVRQDO6HDW/LFHQVH 36/V sell and added value to sponsors, companies and fans + VIP Seating Packages looking for that total VIP experience. Due to the open venue model, the premium seating Similar to the sale of venue sponsorship and programs will need to differ slightly than the practices advertising, we believe that this segment requires a of the past. For example, promoters will need access local team focused on integrating, maximizing and WRFHUWDLQSUHIHUUHGVHDWLQJ XVXDOO\WKHILUVW² servicing these various programs. rows) for artists fan club members and band holds. We recognize this need and have designed our proposed premium seating plan around the promoters needs. AT ITS OWN EXPENSE, SMG WILL EMPLOY A FULL-TIME PREMIUM We believe that the estimated sales and revenues PROGRAM MANAGER THAT WILL presented below are achievable recognizing that BE DEDICATED TO THE SALES, the accuracy and precision of the projections will MARKETING FULFILLMENT OF OUR increase substantially once the transition of operation PREMIUM SEATING OFFERINGS occurs and we are afforded the opportunity to analyze actual pricing, the composition of season long and per event sales, and the available inventory after To maximize revenue and service, it is important that accommodating production and sponsor boxes. the internal SMG team is fluent in other key segments of the operation, which are tied to the execution of All of our revenue assumptions are based upon 70 seating programs including, ticketing, sponsorship, HYHQWV DIXOO\PD[LPL]HGVHDVRQ WKHPRVWUHFHQW food and beverage, parking, and VIP services and season schedules and the steady inventory of events amenities. Thus, the reason why we will not engage that will result from the open venue model. 101 SECTION C | SPONSORSHIP & SEAT PLAN BOX SEATS WKDQWKHSHUVHDWSULFHRIDVHDVRQER[ VLQFH the commitment is limited to a single show. $WWRWDORIQLQHWHHQ ER[VHDWVDUHORFDWHGEHKLQG 6HFWLRQ$HDFKFRQWDLQLQJDQLQYHQWRU\RIIRXU + We also believe that these box seats will not sell for seats. We anticipate that the box seats will be sold every type of event and estimate these seats will be ERWKRQDQDQQXDODQGSHUHYHQWEDVLVZKLFKLV sold for 80% of the events or 56 events on a 70 event consistent with current practices. Our sales pricing schedule. Of course, unsold seats will be available for and projections are based upon the following sale but potentially at a reduced price. assumptions: ANNUAL LICENSE FEE ASSUMPTIONS PERSONAL SEAT LICENSES )LIWHHQ RIWKHER[VHDWVZLOOEHVROGRQDQDQQXDO 3HUVRQDO6HDW/LFHQVHV 36/V RU´&OXE6HDWVµDUH EDVLVDWWKHIROORZLQJDOOLQFOXVLYHSULFHVEDVHGXSRQ common in most arenas and theaters around the location country. We believe PSLs are the most appropriate • 10 box seats: $32,500 SURJUDPIRUDQ¶RSHQYHQXH·ZLWKVXFKDODUJHQXPEHU • 5 box seats: $28,000 of diverse events that are not controlled or produced + Box seats are not included in the show ticket manifest, by the venue operator. Unlike season seats that which means that all of the revenue from both the program and the underlying ticket is retained by the require the patron to purchase the seats for entire venue and not shared with the promoter/artist. This is season, an annual PSL license entitles the patron an consistent with current practices and typical in most ¶RSWLRQ· EXWQRWWKHREOLJDWLRQ WRSXUFKDVHWLFNHWV amphitheaters. SULRUWRWKHSXEOLFRQVDOHRQDVKRZE\VKRZEDVLV + The highest average ticket price in Section A is If the PSL licensee declines the purchase option, approximately $90 based on the listed prices for 2015 the seats are put back on the system and sold to events at the venue. WKHJHQHUDOSXEOLFGXULQJWKHRQVDOH2XUVDOHV + Due to the outstanding location of the boxes with respect to access, sound and sight lines, and the pricing and projections are based upon the following exclusive amenities including access to VIP areas assumptions: and VIP parking, we estimate that each seat is worth approximately 130% of the highest average seat price + 251 PSLs to be located in Section A, rows F through Q LQ6HFWLRQ$RUDSSUR[LPDWHO\ ; DSSUR[LPDWHO\RIFDSDFLW\ 3DWURQVZLOOSXUFKDVH a seat license on an annual basis at a cost of $1,500 PER EVENT LICENSE FEE ASSUMPTIONS + The seat license will entitle the patron the right to SUHSXUFKDVHWLFNHWVSULRUWRWKHSXEOLFRQVDOH LQWKDW + )RXU RIWKHER[VHDWVZLOOEHDYDLODEOHIRUVDOHRQD seat location, subject to certain production elements) per event basis, included within sponsorship packages or used for production requirements. It is likely that DSSUR[LPDWHO\KRXUVSULRUWRWKHSXEOLFRQVDOH at least one box will be used in conjunction with a + Should the patron elect to decline the option to SUHVHQWLQJVSRQVRUOHDYLQJXSWRWKUHH IRUSHU purchase the tickets, the seats would be put back on event sales. the system and sold to the general public. + The program includes VIP parking, VIP area access and other amenities and is for the super fan who is + 36/OLFHQVHHVZLOODOVRKDYHDILUVWRSWLRQWRSUH ORRNLQJIRUDQDOOLQFOXVLYHSUHPLXPH[SHULHQFHWRVHH purchase reserved parking their favorite artist. + Based on our experience we estimate that these per event box seats can sell at approximately 20% more 102 SECTION C | SPONSORSHIP & SEAT PLAN VIP SEATING PACKAGES VIP seats are typically sold on a per event basis and include preferred seat locations, parking, access to VIP areas, and other amenities. This program is GHVLJQHGIRUWKHVXSHUIDQWKDWLVORRNLQJIRUDQDOO inclusive premium experience to see their favorite artist. Due to show production holds, artist fan club and other factors, the location of these seats may YDU\IURPVKRZWRVKRZ XQOLNHWKH36/VWKDWDUH consistent). Therefore, our assumptions reflect a limited number of VIP seats that will be sold on an event basis: + $PLQLPXPRIWZHQW\ VHDWVZLOOEHLQFOXGHGLQ 9,3VHDWLQJSDFNDJHVIRUHDFKVKRZ ORFDWLRQWRYDU\ depending on production holds). + We believe that a VIP Package could be sold at $50 PERSONAL SEAT VIP PACKAGES BOX SEATS over the highest average face value of tickets in LICENSES VHFWLRQ$LQFOXVLYHRIWLFNHWVHUYLFHFKDUJHV + Use of social and digital media. + The net revenue from the VIP seat package is calculated based on the premium paid for the VIP + Sales prospecting through targeted interaction with SDFNDJH OHVVWKHDFWXDOFRVWRIWKHWLFNHWDQG local business organizations and companies. service charges. + Target local area businesses and organizations and input into a target list. + Maintain a section on the website featuring the MARKETING STRATEGY premium program. Marketing is an essential element to the success of + Utilize venue signage, sales table at events and email these programs. We know how to penetrate the local blasts to promote premium programs. market and target potential buyers from individual + Work with food service provider to develop and music enthusiasts looking for a VIP experience at promote catering menus and group packages. a single event to local businesses and corporate + Maintain a database of past purchasers by sponsors in search of season long headline organization and event. entertainment at which to host clients and employees + Create awareness of the availability through social alike in an exclusive setting. The following are specific media notifications. strategies that we will use to market and sell the + 6HQGHEODVWVZLWKHYHQWLQIRUPDWLRQDQGWLFNHWSULFHV premium seating programs: to more than 700 groups Outreach to all current premium seat holders to ensure + Create promotional material that can be sent to a fair process moving forward and a strong platform prospective clients of sales to build upon. In doing so, we will navigate + Form community partnerships to increase networking carefully between keeping current patrons on board ability and create awareness for the premium while maximizing revenue with fair market pricing. inventory. i.e. Chamber, Sports Council, community DQGQRQSURILWERDUGVHWF + Produce and distribute collateral material, brochures and sales information. 103 SECTION C | SPONSORSHIP & SEAT PLAN We believe the premium seating programs that we have designed will benefit greatly from the open venue model. And, as with the sales and marketing of sponsorship, the Greek will certainly be the beneficiary of the Gibson $PSKLWKHDWHU·VFORVXUHLQWHUPVRIERWKWKHGLYHUVLW\DQG number of events it will attract. In turn, we will be able to secure more potential box seat buyers due to this increase in high quality entertainment which will also support a higher price point. We will market to former premium seat holders at Gibson for our programs since their discretionary spend can now simply be deployed at the Greek. We will also reach out to premium seat holders at all venues in the market with a new, dynamic offering that will surely get their attention. We have found that premium seat lists in top markets often are populated with many of the same companies and individuals who are looking for VIP access to top attractions across all of the major venues. Below is a site diagram showing the locations of the various personnel by position. ANNUAL NET REVENUE – PREMIUM SEATING Greek Theatre Projected Premium Seating Revenue Inventory # Price % Sold Revenue Annual Premium Seating Box Suites1 Level I 5$ 32,500 100%$ 162,500 Level II 10$ 28,000 100% 280,000 Club Seats 251$ 1,500 100% 376,500 Total ------$ 819,000 Per Event Premium Seating 2 Box Suite Seats1 12$ 135 80%$ 90,720 VIP Seats3 24$ 50 80%$ 67,200 Total ------$ 157,920 Combined Total$ 976,920 Department Share (75%)$ 732,690 Operator Share (25%)$ 244,230 Notes: 1 Box Suites Assumptions: Fifteen (15) suites of four (4) seats sold annually Three (3) suites of four (4) seats sold on per event basis 2 Event Assumption = 70 Annual Events 3 Seating premiums only, does not include ticket price or fees 104 Compliance Documents COMPLIANCE DOCUMENTS 1. COMPLIANCE DOCUMENTS 1.A - SIGNATURE DECLARATION AND AFFIDAVIT 105 COMPLIANCE DOCUMENTS 1. COMPLIANCE DOCUMENTS 1.B - DISPOSITON OF PROPOSALS 106 COMPLIANCE DOCUMENTS 1. COMPLIANCE DOCUMENTS 1.C - AFFIRMATIVE ACTION PLAN These documents were submitted through LABAVN 107 COMPLIANCE DOCUMENTS 1. COMPLIANCE DOCUMENTS 1.D - CONTRACTOR RESPONSIBILITY ORDINANCE STATEMENT 108 COMPLIANCE DOCUMENTS 109 COMPLIANCE DOCUMENTS 110 COMPLIANCE DOCUMENTS 111 COMPLIANCE DOCUMENTS 112 COMPLIANCE DOCUMENTS 113 COMPLIANCE DOCUMENTS 114 COMPLIANCE DOCUMENTS 115 COMPLIANCE DOCUMENTS 116 COMPLIANCE DOCUMENTS 117 COMPLIANCE DOCUMENTS 118 COMPLIANCE DOCUMENTS 1. COMPLIANCE DOCUMENTS 1.E - EQUAL BENEFITS ORDINANCE STATEMENT These documents were submitted through LABAVN 119 COMPLIANCE DOCUMENTS 1. COMPLIANCE DOCUMENTS 1.F - LIVING WAGE ORDINANCE (LWO)/SERVICE CONTRACTOR WORKER RETENTION ORDINANCE (SCWRO) Not applicable 120 COMPLIANCE DOCUMENTS 1. COMPLIANCE DOCUMENTS 1.G - BUSINESS INCLUSION PROGRAM (BIP) REQUIREMENTS 121 COMPLIANCE DOCUMENTS 122 COMPLIANCE DOCUMENTS 123 COMPLIANCE DOCUMENTS 124 COMPLIANCE DOCUMENTS 125 COMPLIANCE DOCUMENTS 126 COMPLIANCE DOCUMENTS 127 COMPLIANCE DOCUMENTS 128 COMPLIANCE DOCUMENTS 129 COMPLIANCE DOCUMENTS 130 COMPLIANCE DOCUMENTS 131 COMPLIANCE DOCUMENTS 132 COMPLIANCE DOCUMENTS 133 COMPLIANCE DOCUMENTS 134 COMPLIANCE DOCUMENTS 135 COMPLIANCE DOCUMENTS 136 COMPLIANCE DOCUMENTS 137 COMPLIANCE DOCUMENTS 138 COMPLIANCE DOCUMENTS 139 COMPLIANCE DOCUMENTS 1. COMPLIANCE DOCUMENTS 1.H - MUNICIPAL LOBBYING ORDINANCE/BIDDER CERTIFICATION 140 COMPLIANCE DOCUMENTS 1. COMPLIANCE DOCUMENTS 1.K - FEDERAL TAX ID NUMBER AND FORM W-9 141 Exhibit C EXHIBIT C 2. BACKGROUND AND EXPERIENCE 2.1 - OWNERSHIP DESCRIPTION 2.1.1 SMG's address is 300 Conshohocken State Road, West Conshohocken, PA 19428 2.1.2 60*KDVEHHQLQEXVLQHVVVLQFH \HDUV 2.1.3 SMG is a General Partnership formed in the State of Pennsylvania 2.1.4 SMG employees 45,000 worldwide and has gross revenues of $242,000,000 2.1.5/2.1.6 Organizational Chart and names of persons responsible for operations We have provided organizational charts previously in this response. 142 EXHIBIT C 2.1.7 There are no pending mergers 2.1.8 SMG has provided information about Premier Partnerships and they're ownership earlier in this response. There are no other subcontractors proposed. 2.2 - DESCRIPTION OF EXPERIENCE IN AND KNOWLEDGE OF OPERATING AND MANAGING SIMILAR VENUES 2.2.1 Description of similar current and past operations; Provided throughout the response 2.2.2 Revenues of past or current comparable operations under the proposer's management, broken down by category SURPRWHUUHQWSDUNLQJVSRQVRUVKLSVHWF IRUWKHSUHYLRXVÀYH\HDUV LIDSSOLFDEOH See the next page 143 EXHIBIT C Venue Name Location Year of Experience CMAC Amphitheatre Rochester, NY 7.5 10,000 seat amphitheater with 54 VIP boxes. 7,000 seat amphitheater with a significant Koka Booth Amphitheatre Cary, NC 14 community group utilization rate. Ford Pavillion Amphitheatre is part of the Ford Park complex which also includes: 12 baseball fields, a 12,000 seat arena, 48,000 sq ft of exhibition space, meeting rooms and a midway Ford Pavillion - Ford Park Beaumont, TX 13.3 for festivals. Pinewood Bowl is managed in conjuction with Pinewood Bowl - Pinnacle Bank Arena Lincoln, NE 1.9 Pinnacle Bank Arena, which opened in 2013. Champions Square is part of the Mercedes Benz Superdome & Smoothie King Arena complex in New Orleans; Champions Square Champions Square New Orleans, LA 38.1 opened in 2010. CMAC Amphitheatre 2014 2013 2012 2011 2010 Ticket Sales $4,088,100 $3,965,500 $4,782,700 $2,814,200 $3,960,600 Rent 82,229 79,763 96,200 74,500 85,000 F&B 2,089,429 2,028,571 2,111,400 2,001,400 2,048,500 Novelty 783,830 761,000 770,000 658,700 747,000 Parking 292,680 270,000 208,700 184,000 202,500 Other 5,610 5,100 4,700 4,600 5,000 $7,341,877 $7,109,934 $7,973,700 $5,737,400 $7,048,600 Koka Booth Amphitheatre 2014 2013 2012 2011 2010 Ticket Sales $2,559,000 $1,754,900 $1,710,900 $1,528,500 $2,048,400 Rent 1,150,900 852,600 922,000 867,000 848,200 F&B 901,400 615,500 603,800 588,800 775,300 Other 501,300 399,900 471,700 425,700 400,400 $5,112,600 $3,622,900 $3,708,400 $3,410,000 $4,072,300 141% Ford Park 2014 2013 2012 2011 2010 Ticket Sales $2,329,500 $1,372,400 $1,616,300 $1,842,800 $2,287,700 Rent 1,094,900 592,100 648,000 594,600 548,000 F&B 1,598,000 1,862,286 1,913,143 1,476,857 1,393,429 Novelty 378,000 580,000 724,000 598,000 728,000 Parking 87,000 119,000 148,000 120,000 153,500 Other 566,300 632,300 579,700 661,300 730,300 $6,053,700 $5,158,086 $5,629,143 $5,293,557 $5,840,929 Pinewood Bowl 2014 2013 Ticket Sales $1,051,900 $466,600 Rent 26,200 20,000 F&B 239,143 293,026 Novelty 60,000 72,000 Parking 89,500 15,000 Other 217,143 210,629 $1,683,886 $1,077,255 Champions Square 2014 2013 2012 2011 Ticket Sales $1,012,400 $632,000 $340,000 $226,000 Rent 228,137 120,700 35,800 12,500 F&B 1,302,267 1,005,035 1,132,175 858,029 Novelty 10,137 782 160 - Parking 1,260,700 1,144,300 1,247,200 942,900 Other 2,415,400 2,414,700 1,881,600 1,380,600 $6,229,041 $5,317,517 $4,636,935 $3,420,029 NOTES: Ticket sales only reflect ticket sold through the box office and there are other tickets sales controlled by the promoter. Only the revenue categories that flow through the management of the facility are included in the above. 144 EXHIBIT C 2.2.3 Proposer's years of above experience, 2.2.4 Extent of any related experience. SMG has highlighted its related experience in facility management throughout the proposal. $GGLWLRQDOLQIRUPDWLRQWKDWGHPRQVWUDWHV\RXUTXDOLÀFDWLRQV Provided throughout the response 2.3 - CONTRACTS HISTORY 2.3.1 & 2.3.2 - See Below SMG ACCOUNTS TERMINATED WITHIN THE PAST 12 MONTHS AND 2014 Account Location Services Facilities Reason 2014 Savannah International Trade & Savannah, GA Full Management Convention Center Management taken in house. However, Convention Center SMG won F&B business 2015 Journal Tyne Theatre Newcastle, UK Lease/Own Theater SMG did not exercise option to renew agreement Paramount Theater Charlottesville, VA Management/Consulting Theater Management taken in house Pershing Auditorium Lincoln, NE Full Management Arena Venue closed Ogden Eccles Conference Center Ogden, UT Full Management Convention Center / Management taken in house Theater 2.4 - CURRENT OPERATIONS 2.4.1 Employee hiring, training, motivation and promotion policies See the next page. 2.4.2 Methods and controls for accounting 60*KDVSURYLGHGLQIRUPDWLRQDERXWRXUÀQDQFLDOFRQWUROVDQGUHSRUWLQJZLWKLQWKLVUHVSRQVH 145 EXHIBIT C 2.4.1 PERSONNEL POLICIES I HUMAN RESOURCES POLICIES AND PROCEDURES MANUAL SMG has developed an extensive policies and procedures manual, which covers most business situations. This comprehensive manual is provided to all SMG staff upon hire. EQUAL EMPLOYMENT OPPORTUNITY AND AFFIRMATIVE ACTION POLICY SMG is an equal opportunity employer. It is the policy of SMG to prohibit discrimination and harassment of any type and to afford equal employment opportunities to employees and applicants, without regard to race, color, religion, sex, national origin, age, disability, genetic information, gender identity, gender expression, veteran status, or any other protected class. SMG will take action to employ, advance in employment and treat qualified Vietnam era veterans and disabled veterans without discrimination in all employment practices. 7KHSROLF\RIHTXDOHPSOR\PHQWRSSRUWXQLW\DQGDQWL discrimination applies to all aspects of the relationship between the Company and its employees, including but not limited to: + Recruitment + Employment + Placement + Promotion + Termination + Layoff + Recall + Transfer + Training + Working conditions + Compensation EMPLOYMENT + Employee benefits and application of policies Since all employees are hired for an unspecified duration, The policies and principles of equal employment SMG does not guarantee employment for any specific opportunity also apply to the selection and treatment of length of time. Employment is at the mutual consent of independent contractors, personnel working on our premises the employee and the Company. Accordingly, either the who are employed by temporary agencies and any other employee or the Company can terminate the relationship at persons or firms doing business for or with the Company. will, at any time, with or without cause, or advance notice. 146 EXHIBIT C EMPLOYEE RELATIONS To ensure ethical and impartial business, it is prohibited for Our policy of employee relations is based upon the SMG employees to: REMHFWLYHRIPDLQWDLQLQJDZHOOWUDLQHGHQWKXVLDVWLFDQG + Offer, accept or solicit money, property, service or efficient organization of people who work well together to other items of value by way of gift, favor, inducement or make our business successful and profitable. loan with the intent that the offer would influence or the In order to attain and sustain this goal, we are striving, recipient would be influenced by such conduct in the as a matter of policy:+ discharge of public duties. + 7RSURYLGHIXOOWLPHUHJXODUHPSOR\PHQWZKHQHYHU + Use their official position, uniform or badge to secure possible; special advantage in business, personal gain or other + To maintain compensation and benefit programs that benefit derived from such relationship; are fully up to the standard of similar work in each + 8VHDQ\FRPSDQ\RZQHGIDFLOLW\EXLOGLQJHTXLSPHQW geographical area and equitable in the relationship of materials or vehicle for their personal use or benefit, or one job to another; for the personal use or benefit of any other individual. + To provide opportunity for wage and salary progress on No employee shall have unauthorized possession of the basis of performance and promotion; company property; + To provide our employees with the opportunity to be + Invest or hold a financial interest, directly or indirectly, in aware of and considered for job openings within the any business entity, transaction or business endeavor organization; that would create a conflict between the company + To maintain open lines of communication that provide HPSOR\HH·VGXW\WRXSKROGWKHSXEOLFWUXVWDQGWKH employees with the information and knowledge LQGLYLGXDO·VSULYDWHLQWHUHVW necessary to have an understanding of the business as it relates to their jobs and careers; + To fully comply with the laws in each country in which + To provide prompt and fair hearings of employee SMG conducts its business, we must do everything complaints and grievances, without threat of reprisal, in our power to avoid any actions that could remotely and offer assurances that honest efforts will be made to suggest impropriety in business. remedy any wrong; + 7KH%XVLQHVV&RQGXFW3ROLF\RXWOLQHV60*·VEDVLF + To encourage employees to take an interest in their work conduct policies. All employees are required to comply and to contribute, to the best of their abilities, toward the with these policies by respecting the principles and successful and profitable operation of the company; observing the conduct described. + To provide our employees with an environment that + $OOIXOOWLPHDQGSDUWWLPHHPSOR\HHVDUHWRUHFHLYHD fosters growth and learning through professional copy of the Business Conduct Policy upon hire. development programs and training. PERSONNEL FILES The Human Resources Department is responsible for ETHICAL STANDARDS PDLQWDLQLQJFRPSOHWHDQGXSWRGDWHSHUVRQQHOUHFRUGVIRU SMG is committed to conducting its affairs in a uniformly all current employees. Upon request, all employees have ethical manner and according to a standard of fundamental the right to view their personnel file. honesty and fair dealing. SMG requires honesty and sincerity in all dealings, not only with our customers, but also with our HOURS OF WORK fellow employees. This standard requires adherence to all 60*JHQHUDOO\RSHUDWHVRQDEDVLFZRUNZHHNRIIRUW\ laws, regulations and normal ethical practices that apply to the KRXUV6LQFHZHSRWHQWLDOO\SURYLGHVHUYLFHVVHYHQ GD\V company’s activities and our core value of integrity. a week, not everyone is on the same daily work schedule. SMG will comply with all applicable laws and regulations and Because of the unique nature of our events, individual expects its officers, senior management, directors, employees hours may vary depending on scheduling requirements, and volunteers to conduct business in accordance with the law department demands, and job classification. Overtime and refrain from dishonest or unethical conduct. Employees hours may be required as necessary with prior written shall, during both working and nonworking hours, act in DXWKRUL]DWLRQIURPWKHHPSOR\HH·VLPPHGLDWH6XSHUYLVRU a manner which will inspire public trust in their integrity, impartiality and devotion to the best interests of the company and its customers. 147 EXHIBIT C MERIT INCREASES *HQHUDOO\WRTXDOLI\IRUSURPRWLRQDQHPSOR\HHV·ODVW Employees are considered for merit increases on an performance ratings must meet or exceed expectations. annual basis based on hours of service and performance. In addition, employees must have a good attendance 0HULW,QFUHDVHVUHTXLUHDSSURYDOE\WKHHPSOR\HHV· record. Ideally, an employee should also have a minimum Department Head, Human Resources Department, and the RIRQH \HDURIFRQWLQXRXVVHUYLFHDQGKDYHEHHQLQWKHLU General Manager. FXUUHQWSRVLWLRQDPLQLPXPRIVL[ PRQWKV ATTENDANCE PROCEDURES RESPECT IN THE WORKPLACE ,WLVWKHSROLF\RI60*WRWUHDWHPSOR\HHV·DWWHQGDQFH SMG is committed to a work environment in which consistently. It is necessary that all SMG employees all individuals are treated with respect and dignity. telephone their supervisor or, in their absence, the Each individual has the right to work in a professional +XPDQ5HVRXUFHV'HSDUWPHQWWZR KRXUVEHIRUHWKHLU atmosphere that promotes equal employment opportunities scheduled start time. Excessive absenteeism, tardiness, or and prohibits discriminatory practices, including unexcused absences are considered misconduct and are harassment. Therefore, SMG expects that all relationships grounds for termination. DPRQJSHUVRQVLQWKHZRUNSODFHZLOOEHEXVLQHVVOLNHDQG free of bias, prejudice and harassment. CALL-IN PROCEDURE It is the policy of the Company that harassment of 7KHIROORZLQJFDOOLQSURFHGXUHIRUDEVHQWHHLVPDSSOLHVWR applicants and employees on the basis of race, religion, ERWKIXOOWLPHDQGSDUWWLPHHPSOR\HHV color, national origin, ancestry, handicap, medical + All employees are required to notify their direct condition, disability, marital status, age, sexual orientation VXSHUYLVRURIWKHLUDEVHQFHDWOHDVWWZR KRXUVEHIRUH DQGVH[LQFOXGLQJVH[XDOKDUDVVPHQW DOODVGHILQHGDQG their scheduled shift. protected by applicable law), is unacceptable and will not + Employees must contact their supervisor personally. It be tolerated. is not acceptable for a friend or family member of the This policy applies to all employees. It covers harassment employee to call in, except in the case of an extreme E\HPSOR\HHVRIWKH&RPSDQ\ LQFOXGLQJVXSHUYLVRUDQG emergency. management), customers, vendors, or other third parties + When an employee does not comply with the above with whom the Company has business dealings. procedures, they will be considered a “no show” for their scheduled shift. + Any employee who “no shows” may be subject to PROCEDURE TO RESOLVE COMPLAINTS termination. The Company is committed to investigating and resolving + Under no condition should messages regarding all complaints of harassment. SMG strongly urges the absenteeism be left with any administrative personnel or reporting of all incidents of discrimination, harassment or fellow employees. UHWDOLDWLRQUHJDUGOHVVRIWKHRIIHQGHU·VLGHQWLW\RUSRVLWLRQ Any employee, who believes he/she is the subject of, or is exposed to, threatening, intimidating or discriminatory PERFORMANCE REVIEWS behavior, has the right to have such activity reviewed Job performance for all full time employees is reviewed and addressed. When an employee has a complaint, he/ by their immediate supervisors on an annual basis. she should report the issue, as soon as it arises, and if Performance reviews are specific to the job function that possible, the same day on which the matter is raised. has been assigned and are reviewed with the employee, Managers and supervisors are responsible for providing ZLWKFRSLHVUHWDLQHGLQWKHHPSOR\HHV·SHUVRQQHOUHFRUGV guidance, education, and implementing this policy; cooperating fully with any ongoing investigation. PROMOTIONS SMG believes that promotion from within the organization DISCIPLINE AND PROBLEM RESOLUTION LVLPSRUWDQWWRLWVVXFFHVV,WLVWKH&RPSDQ\·VLQWHQWLRQ Any violation of Company policies or improper conduct for all employees to have opportunities for development may warrant disciplinary action. Although the and advancement, and it is Company policy to fill job employment relationship may be terminated at will by vacancies by promotion from within the organization the employee or the Company without following any whenever possible. formal system of discipline or warnings, the Company 148 EXHIBIT C often exercises its discretion to use a progressive The Human Resources Designee can assist in the discipline procedure to ensure a systematic method preparation of the grievance. All requests of this kind will of disciplining employees. However, exceptions or receive a response from the Corporate Human Resources deviations from the progressive discipline procedure Department. An employee may file a formal grievance at may be implemented whenever serious offenses occur any time; however, employees are encouraged to meet with or whenever the Company deems that circumstances their Supervisor and their Human Resources Designee warrant that additional steps be added or deleted. before filing a formal grievance. Open Door Policy TERMINATION OF EMPLOYMENT SMG is committed to establishing and maintaining the best possible working environment for all its employees. Employees who voluntarily leave the company must notify A large part of this commitment involves the open and their immediate Supervisor of their intention to resign frank discussion of any issue between an employee and with appropriate notice commensurate with position and WKHLU6XSHUYLVRU V responsibility, no less than two weeks prior to the date of separation. The employee is required to give a written If, after a reasonable period of time, the employee feels he/ notice of resignation at the earliest possible date. Resigning she has not received an adequate resolution, the employee employees will receive their final pay in accordance with should bring their concern to the next highest level of applicable federal and state law. PDQDJHPHQWWKHIDFLOLW\·V+XPDQ5HVRXUFHV'HVLJQHH $QHPSOR\HHZKRLVGLVFKDUJHGIURPWKHLUIXOOWLPH 'LUHFWRURI)LQDQFH*HQHUDO0DQDJHURUWKHQWR60*·V employment with any SMG entity will automatically be Corporate Human Resources Department/Business WHUPLQDWHGIURPDQ\SDUWWLPHHPSOR\PHQWZLWKLQ60*,W &RQGXFW3ROLF\+RWOLQHDW 60*6HOHFWRSWLRQ LVRXUSROLF\QRWWRUHHPSOR\WKRVHZKRDUHGLVFKDUJHGIRU Conflict Resolution Policy cause. Employees will receive their final pay in accordance The most direct form of communication is between with applicable federal and state law. HPSOR\HHVDQGWKHLU6XSHUYLVRUV2QHRQRQH 60*UHVHUYHVWKHULJKWWRDFFHSWDQHPSOR\HH·V meetings between employees and their Supervisors are encouraged. Supervisors are responsible for keeping resignation immediately and has no requirement to pay the employees informed of company matters affecting the HPSOR\HHWKURXJKWKHHPSOR\HH·VQRWLFHSHULRG HPSOR\HHV·MREVDQGFRPSDQ\SROLFLHVDIIHFWLQJWKH RULES OF CONDUCT conditions of employment. Certain rules of conduct are necessary to ensure the best interest of all and for the efficient operation of our business. In cases where problems arise, the employee and the ,QVHWWLQJIRUWKVXFKUXOHVLWLVQRWWKHFRPSDQ\·VLQWHQWLRQ Supervisor should make every effort to discuss and resolve to limit unnecessarily the initiative or the freedom of action the problem. Each Supervisor is expected to listen and of any employee, but rather, to give guidelines by which an carefully consider the concerns of each employee. If the HPSOR\HHPXVWJRYHUQWKHPVHOYHVRQDGD\WRGD\EDVLV employee cannot resolve an issue with the immediate Certain types of conduct are not permitted and will result Supervisor, after making every effort to do so through in disciplinary action ranging from reprimand up to and the informal approach described above, the employee including discharge. These rules may be supplemented is encouraged to bring the matter to the next level of from time to time as the need arises. supervision or to the Facility Human Resources Designee. SMG has a “code of conduct” policy that sets forth If a resolution is not reached at the General Manager and/ guidelines for employee conduct. It is the duty and or the Corporate Human Resources Department, the responsibility of every employee to be aware of and to HPSOR\HHPD\ILOHDIRUPDOJULHYDQFHZLWK60*·V6HQLRU abide by existing rules and regulations. It is also the Vice President of Human Resources. A formal grievance responsibility of the employee to perform their duties to the must be submitted in writing, directed to the Senior Vice best of their abilities and according to company standards. President of Human Resources. The formal grievance Each employer is required to sign the company code of should state: conduct statement each year affirming there has been no + The policy that has been violated or unfairly enforced; violation of company policy. + The actions that have been taken to resolve the issue; + The remedy being sought. 149 EXHIBIT C Certain violations of company regulations are so serious so notified. Such employees are responsible for the that they may call for immediate discharge or other proper cleaning, pressing and maintenance of their appropriate action. uniforms. Employees are expected to be in complete Like all other policies, these work rules are guidelines and uniform at the beginning of their scheduled shift. do not create a contract of employment for any specific Employees are not permitted to clock in first and amount of time. As always, employees have the right to change into their required uniforms. terminate their employment at any time, with or without 60*·VSROLF\LVWKDWHPSOR\HHVVKRXOGGUHVVJURRPDQG reason, and the company maintains the same right. maintain personal hygiene in a manner which enhances productivity and customer relations and includes Reasonable Accommodation of Religious Beliefs wearing neat, clean attire which is neither distracting 60*UHFRJQL]HVWKHLPSRUWDQFHRILQGLYLGXDOO\KHOG nor offensive to customers and fellow employees. religious beliefs to persons within its workforce. SMG will Management reserves the right to determine when an UHDVRQDEO\DFFRPPRGDWHDVWDIIPHPEHU·VUHOLJLRXVEHOLHIV employee fails to meet this standard. in terms of workplace attire unless the accommodation creates an undue hardship. Accommodation of religious beliefs in terms of attire may be difficult in light of issues RIVDIHW\IRUWKHSDUWLFXODUHPSOR\HHDVZHOODVFR K’NEKT workers. Staff members requesting a workplace attire accommodation based on religious beliefs should be TRAINING referred to their Human Resources Department. OTHER POLICIES SMG believes in developing Employment of Family Members our employees and providing )DPLO\PHPEHUVDQGRUFRKDELWDQWVRIHPSOR\HHVPD\ training that is relevant to both not be employed in the same department or have a their work and personal lives. reporting relationship. 7KDW·VZK\ZHGHYHORSHG For the purpose of this policy immediate family members a series of programs and include, but are not limited to mother, father, sister, brother, resources dedicated to training, GDXJKWHUVRQKXVEDQGRUZLIH DVGHILQHGE\VWDWHODZ developing, and observing domestic partner, cohabitating couples / significant others, JUDQGIDWKHUJUDQGPRWKHUPRWKHULQODZIDWKHULQODZ our employees, ensuring our EURWKHULQODZVLVWHULQODZDXQWXQFOHQLHFHQHSKHZ customers and their patrons or first cousin. The company reserves the right to extend the enjoy the best experience scope of this policy to other family members at its discretion, or possible. to reassign or release an employee, if employment of a family member creates a conflict of interest. 2XU.·QHNW7UDLQLQJ3URJUDP consistently increases GROOMING AND UNIFORM STANDARDS performance and is Employees are expected at all times to present a designed to improve: professional, businesslike image to customers, clients, and the public. Employees are expected to dress in a manner appropriate to a business environment and Formal customer FRPSDWLEOHZLWKWKHRUJDQL]DWLRQ·VLPDJHDQGWKH service training HPSOR\HH·VSRVLWLRQ7KHPDQQHULQZKLFKWKHHPSOR\HH dresses in the office should reflect an individual sense Sales training I, II, III of professionalism and quality environment, in the same way that personal conduct and work habits reflect the HPSOR\HH·VFRPPLWPHQWWRTXDOLW\,IHPSOR\HHVDUH Sales administrative assistant uncertain about appropriate attire, they should direct training their questions to their department heads. Employees who are required to wear uniforms will be Event management 150 EXHIBIT C 2.5 - REFERENCES 2.5.2 - Financial References 2.5.1 - Business References Michael Pascali Wells Fargo, Senior VP In the previous sections of the proposal, we described our (484) 530-1745 positive relationships with a number of promoter partners [email protected] including two of the nation’s largest live entertainment firms Jim Nash – AEG and Live Nation. We did not list them as references here Bank of America, Managing Director Sports Finance because both of those firms submitted previous proposals to (980) 386-5560 operate the Greek Theatre. However, if you feel appropriate, [email protected] we would encourage you to also contact each of them for references regarding their working relationship with SMG. Robert Hetu Credit Suisse, Managing Director Insurance: (212) 325-4542 Marsh McLennan Insurance • Contact: Dennis [email protected] Donovan-215-246-12365 Administrative: ADP • Contact: Nancy Russell-770-360-2573 Ticket Services: Ticketmaster • Contact: Jared Smith-310-769-4600 Live Entertainment: FELD Entertainment • Contact: Mark Duryea- 703-448-3638 Accounting Services: Ernst & Young • Contact: Amit Goel-215-841-0678 Talent Agencies: William Morris • Contact: Marc Geiger- 310-859-4425 Creative Artist Agency • Contact: Brett Steinberg-310-288-4545 Client References In addition to the client names and contact information shown on the listing of venues, we have offer the following client references: Louisiana Stadium Exposition District • Contact: L. Ron Forman-504-861-5119 City of Long Beach-CVB • Contact: Steve Goodling- 562-495- 8350 Chicago Park District • Contact: Mike Kelly- 312-742-3393 151 EXHIBIT C 3. FINANCIAL CAPACITY 3.1 GOOD STANDING, 3.2 AMOUNT OF INVESTMENT REQUIRED, 3.3 SOURCES OF FUNDING CONCESSION OPERATION, 3.4 FINANCIAL DOCUMENTATION 152 EXHIBIT C 153 EXHIBIT C 154 EXHIBIT C 155 EXHIBIT C 156 EXHIBIT C 157 EXHIBIT C 158 EXHIBIT C 159 EXHIBIT C 160 EXHIBIT C 161 EXHIBIT C 162 EXHIBIT C 163 EXHIBIT C 164 EXHIBIT C Printed By:Joseph Daly Date Printed:June 02, 2015 /LYH5HSRUW 60*+2/',1*6,1& '8161XPEHU 7UDGH1DPHV 1RWUDGHQDPHVIRUWKLVFRPSDQ\ ' %$GGUHVV /DVW9LHZ'DWH bb $GGUHVV &RQVKRKRFNHQ6WDWH /RFDWLRQ7\SH +HDGTXDUWHUV 5G6WH :HVW&RQVKRKRFNHQ3$ :HE ZZZVPJZRUOGFRP 3KRQH )D[ &RPSDQ\6XPPDU\ 7UDGH3D\PHQWV7LPHOLQHVVRI+LVWRULFDO3D\PHQWV When weighted by amount, Payments to suppliers average 16 days beyond terms 7KLVDVVHVVPHQWLVEDVHGRQ' %VPRQWK3$<'(;6FRUH 3UHGLFWLYH,QGLFDWRUV5LVNRI)LQDQFLDO6WUHVV +LJK7R0HGLXP risk of severe financial stress over the next 12 months. This assessment is based on D&Bs Financial Stress Score +LVWRU\ 2SHUDWLRQV This is a headquarters location %UDQFK HV RU'LYLVLRQ V H[LVW Y &KLHI([HFXWLYH HAROLD L WESTLEY JR, PRIN 1$,&6 531312 +LVWRU\6WDWXV INCOMPLETE 165 300 Conshohocken State Road Ste. 770 West Conshohocken, PA 19428 (610) 729-7900 1-800-964-4SMG Fax: (610) 729-1591 smgworld.com The materials contained in this document are protected by copyright of SMG. ©2015 SMG. All rights reserved. No part of this document may be reproduced, stored in a database and retrieval system or transmitted in any form or by any means – graphic, electronic, photocopying, recording, mechanical or otherwise – without the prior written permission of SMG. The materials contained in this document includes data or other information that is proprietary and confidential information of SMG. This information shall not, without the prior written permission of SMG, be used by any person or entity, except in connection with the providing of consulting and/or management services by SMG or by any of its affiliates or subsidiaries.