PIEDMONT PARK

VISITOR CENTER

Operations & Facility Assessment

Prepared for the

Piedmont Park Conservancy January 5, 2015

George Dusenbury

1177 Commerce Drive, Decatur, GA 30030

404.604.7803 ║ gdusenbury4@gmail.com

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Introduction

In 1989, a group of key citizens, along with members of the business and leadership communities from

around the city, formed the Piedmont Park Conservancy (PPC), a 501(c)(3) non-profit organization

dedicated to restoring the Park. The Piedmont Park Conservancy’s mission is to enhance and preserve

Piedmont Park as a vital urban green space and as a cultural and recreational resource that enhances

the quality of life for all Atlantans. In 1992, the Conservancy signed a memorandum of understanding

(MOU) with the City of Atlanta, establishing a public/private partnership similar to that of the Central

Conservancy in New York City.

Since its inception in 1989, the Conservancy has successfully restored the historic portion of Piedmont

Park, including renovation of the Active Oval, Lake Clara Meer and Oak Hill. The Conservancy has

raised and invested more than $60 million for park beautification, maintenance/security, programs, and

also includes a 53-acre expansion of green space. The Conservancy currently manages the majority of

maintenance within the park and offers diverse programs such as EnviroVentures Day Camp, the Green

Market and Season of Magic. PPC also operates the Active Oval sports fields, Piedmont Park Pool and

several rental facilities.

Project Background

In 1996 PPC completed a major restoration of a former bath house and comfort station and reopened it

as the Visitor Center. PPC operates the building and adjoining lawn and boardwalk over Lake Clara Mere

as its Dockside Facility. Located just inside the 12th Street Gate, the Visitor Center features a large

central room, a covered patio overlooking Lake Clara Mere, and the ceiling mural “A Day in the Park” by

local artist Ralph Gilbert.

The PPC has identified the Visitor Center as an underperforming asset within its inventory. The

Conservancy operates the Visitor Center as part of the Dockside Facility under its Memorandum of

Understanding (MOU) with the City of Atlanta. The facility generates funds through rentals, traditionally

focusing on weddings held at the dockside portion of the facility, though the staff recently has had

success promoting rentals of the Visitor Center for corporate events. The facility was rented for a total of

42 days in 2013 and 44 days in 2014, generating gross income of $46,060 and $62,651 respectively.

The purpose of this analysis is to identify ways to activate the Visitor Center more consistently throughout

the year and increase revenue through additional rentals or other activity.

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EXECUTIVE SUMMARY

The Visitor Center has significant strengths and significant challenges as a site for programming and

revenue generation for the Piedmont Park Conservancy. Its strengths: location, location, location. The

building is situated near the 12th Street Gate (one of the busiest entrances to the park), has significant

synergy with the dock overlooking Lake Clara Mere (which drives the vast majority of current rentals), and

is in close proximity to the Noguchi Playscape, Active Oval and Community Center. Its challenges relate

to its size and amenities, which mostly have relegated the site to seasonal, wedding-related rentals.

There are short-, mid- and longer-term actions that the Conservancy can take to improve operations and

revenue-generation at the site.

Short-term, the Conservancy should explore partnerships with existing third-party operations in the Park.

Specific opportunities exist with organizations operating boot camps and athletic leagues, which are

active at times where the Visitor Center is seldom used. There is no cost beyond staff-time in exploring

these opportunities.

Mid-term, the Conservancy should develop an RFP for expanded concessions and programs at the site.

An RFP would allow experienced retail operators to bring their knowledge and creativity to bear on how

best to operate the site. This assessment provides a substantial list of potential concessions at the site;

market forces will determine which are viable. An RFP should incorporate Dockside rentals so as to

ensure peaceful coexistence of weddings and any concessions at the site. There is limited cost to

pursuing an RFP, though there may be risk to existing rental operations and revenue.

Long-term, the Conservancy should engage a consultant to develop a business plan for the site. The

business plan should incorporate potential capital improvements to the site, building upon the work

already conducted by Perkins + Will in conjunction with Conservancy staff. Additional, potential capital

improvements are outlined in this assessment. The Conservancy would have to identify short-term

funding to develop the business plan and then obtain funding to implement any capital improvements.

Foundations are likely to make such investments in the Conservancy due to anticipated improvements in

its operations and the creation of future revenue streams.

This assessment explores these options in greater detail, after first examining current operations and

financial data, as well as the physical characteristics of the site itself. While the Visitor Center and

Dockside facility currently make important contributions to the Conservancy’s operating budget, the

assessment concludes that there is significant potential for expanding these contributions.

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ASSESSMENT

Facility Description

The Visitor Center consists of a central room of 834 square feet (measuring approximately 40’ by 20’ with a

large bay window) flanked by two 477 square foot wings. In one wing is a 14’x14’ security office and a storage

room that houses an ice maker, tables and chairs. In the other wing are a 2-stall ladies’ room, a 1-stall men’s

room, a 10’x14’ bridal room and a 10’x14’ kitchen.

In addition to the interior space, there is a rear covered patio, measuring 15’x40’, which overlooks Dockside

and Lake Clara Mere. There is a front covered patio measuring 11’x40’ which serves as the entrance to the

Visitor Center and faces the 12th Street Gate, a major entryway into Piedmont Park. From March through

December, PPC hosts its Green Market in the area immediately in front of the Visitor Center.

The kitchen in the facility includes a residential oven, limited counter

space and no hand sink. It does not meet code for commercial

operation. Similarly, the restrooms are small and have limited

capacity.

The space allocated to the park’s security personnel offers the

potential to increase capacity within the Visitor Center to

accommodate alternate uses. Staff indicated that the cart used by

security staff is located in the maintenance building at the north end of

the park; it would make sense to locate the security staff in that

building, too.

The Conservancy does not pay utilities for the facility; the MOU

allocates those costs to the City. The storage room currently houses a

commercial refrigerator and icemaker,

as well as tables and chairs for rent.

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Facility Location

The Visitor Center is approximately 300’ from the 12th Street Gateway, less than 200’ from the Noguchi

Playscape, and 250’ from the Community Center and its two restaurant tenants. The Community Center

includes a surface parking lot with 36 spaces. The City owns the parking lot and makes it available to the

general public for free on a first-come, first-served basis. The City has set aside ten parking spaces at the back

of the lot for use by the Conservancy and City staff. The City is willing to enter into an agreement with the PPC

for operation and management of the entire parking lot, largely from a desire to address inappropriate activity

within the lot during certain times of the week.

A large, relatively flat lawn of slightly less than 1 acre lies about 100’ southwest of the Visitor Center. The

Visitor Center also is located 500’ from the Active Oval, an open-air athletic facility consisting of four fields

supporting softball, volleyball and soccer, among other activities.

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Recent facility use and revenue

In 2013, there were 37 event rentals of the Dockside Facility over 42 days, generating $48,060 in gross

income. Expenses attributed to the facility, not including utilities, custodial, staff time or security, were

$8,138.62. In 2014, there were 41 event rentals over 44 days, generating $62,651 in gross income.

Expenses attributed to the facility, not including utilities, custodial, staff time or security, were $5,870.31.

The below charts show the distribution of rentals by day and month over the past two years.

DOCKSIDE RENTAL HISTORY BY DAY AND MONTH

2013 Tue-Wed Thursday Friday Saturday Sunday TOTAL Jan – Feb - March 1 1 1 3 April 1 2 2 5 May 3 2 1 6 June 1 1 3 1 6 July 1 1 August 1 3 1 5 September 1 1 3 2 7 October 1 4 1 6 November 2 2 December 1 1 2 TOTAL 2 3 9 18 11 43

2014 YTD Tue-Wed Thursday Friday Saturday Sunday TOTAL Jan – Feb - March 1 1 1 2 5 April 1 2 1 4 May 1 1 2 4 June 1 2 3 July 2 2 4 August 2 3 2 7 September 1 2 1 1 5 October 1 2 4 2 9 November 1 2 3 December 1 1 TOTAL 4 5 8 20 8 45

Of interest, there were no rentals on Monday or during the months of January and February. There were

very limited rentals on Tuesdays, Wednesdays and Thursdays. The Dogwood Festival, Pride and Music

Midtown rented the facility both years for a total of 14 days, accounting for more than 10% of rentals.

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Facility Competition

Major competition for the Dockside facility comes from the Piedmont

Park Conservancy’s other facilities: Magnolia Hall and Greystone.

While more expensive, both facilities also are significantly larger,

have a commercial kitchen and significantly better restroom facilities.

Magnolia Hall and Greystone are similar to Dockside and the Visitor

Center in that they are located within a public park, meaning that

guests will interact with the general public coming and going to the

facility.

Additional competition in and around Piedmont Park includes

multiple diverse facilities within the Atlanta Botanical Garden, which

offers guests a natural experience similar to that provided within

Piedmont Park, but with more controlled access. In addition, many

hotels and conference centers in Midtown Atlanta, less than a mile

from Piedmont Park, offer diverse spaces that are wired for the latest

technology.

The Dockside Facility mostly is used for wedding ceremonies,

offering a unique, picturesque location overlooking Lake Clara Meer.

The Visitor Center may be rented as a reception site.

Speaking with PPC staff, the major limitation for the Visitor Center is

its size. City of Atlanta fire code restricts its seating capacity to 50

individuals, a significant limitation on the types of events that may be

hosted there. That number includes patio space, which further

restricts the size of events during inclement weather, especially

during winter.

PROS

Beautiful interior, attractive

architecture and lots of light

Located in close proximity to the 12th

Street Gate, a significant pedestrian

entryway from Midtown into the park

Adjacent to Dockside with outstanding

views of Lake Clara Mere

Good access to the lake

Attractive front and rear patios

Steady demand for the dockside

facility during warmer months,

particularly for weddings

Proximity to the Noguchi Playscape,

Active Oval and Green Market (March

1 – Mid December)

CONS

Small interior space (capacity of fewer

than 50 people seated)

Outdated kitchen that is not up to

code

Small restrooms

Limited storage space

Significant topographical change

between the building and dock

(located about 20’ below the Visitor

Center)

QUICK ASSESSMENT

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Retail Rental Rates1

Revenue from like-situated retail spaces are another measure of revenue potential from the Visitor

Center. Conversations with commercial landlords indicated that there would be demand for the space.

Community Center

PPC currently has tenants renting two restaurant sites within its Community Center. Willy’s lease is for

$34/square foot/year. Vestibule’s lease is for $23/square foot/year. The lease for the new extended

space will be $33/square foot/year.

Midtown

Midtown Alliance analysis of November 2014 retail rental rates found that they ranged from $10-

$40/square foot/year, with an average asking rate of $22.63 triple net lease (tenant is responsible for

utilities, insurance, taxes and most repairs).

Downtown

Data from Central Atlanta Progress for November 2014 four retail rental rates ranging from $6/square

foot/year to $30/square foot/year triple net lease, with only six (6) of twenty-three (23) properties getting

rents above $16/square foot.

Visitor Center

The Visitor Center contains a total of 1788 square feet of interior space. If the PPC were to lease the

space at $30/month, an appropriate and perhaps generous figure given the constraints of the site, it

would gross $53,640 annually for the Conservancy. While this is much less than the current annual gross

revenue from the Dockside Facility, a lease would eliminate almost all expenses to the Conservancy.

Given the lack of data regarding those expenses, it is not possible to generate net revenue comparisons.

1 Under my reading of the MOU and from my perspective as former Commissioner of Atlanta Department of Parks and Recreation,

PPC does not have the authority to lease the Visitor Center as retail space. Retail rates provide perspective on the potential value

of the site. I note that the Visitor Center is limited in that it has neither parking nor street frontage. Most customers would have to

live nearby or already be within the park. Tenants would not have to pay utilities, which would increase prospective rental rates.

Should the Conservancy pursue a direct lease of the Visitor Center, there is a likelihood that the City would pursue a direct lease

itself. The current administration has placed an emphasis on using its assets for revenue generation, either through sale or lease.

The City already is exploring the use of advertising in parks for revenue generation.

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Potential Revenue Enhancement Opportunities: Programming

1. Boot Camps

The Conservancy currently has a relationship with Boot Camp 4A Cause, an organization that gives a

certain percentage of its profits to non-profits with which it affiliates. Boot Camp 4A Cause operates out

of Piedmont Park, with participants meeting at the Dockside Lawn at 5:45AM (which violates City Code,

as parks are closed from 11:00PM – 6:00AM). Depending on the duration of membership (from one

month to one year), Boot Camp for a Cause charges participants $100-$150 per month, half of which the

company indicates is considered a tax-deductible donation to the causes which it supports (NOTE: this

information comes from the company web site and may not accurately reflect federal tax law).

Boot Camp 4A Cause is not the only boot

camp operating out of Piedmont Park.

Competitors include Operation Boot Camp

($249 for six weeks), Fitness Battalion

($20/visit or 6 classes for $89) and MODO

Fitness ($115-$179 per month, depending

on length of membership).

There is an opportunity for the Conservancy

to partner with the boot camps to provide

early morning access to The Visitor Center

to enhance customers’ experience. The

Visitor Center would provide exclusive use

of restrooms, concessions (coffee, energy

drinks, snacks), and a dry and relatively

warm space to use during inclement

weather. Given the numerous organizations

currently offering boot camps in Piedmont

Park, the Conservancy may consider issuing

a request for proposals (RFP) from groups

interested in operating out of the Visitor

Center.

2. Athletic Leagues

The Active Oval fields are heavily used by athletic leagues between Monday and Thursday evenings,

when there is little if any activity at the Visitor Center. Professionals who organize such leagues indicate

that there may be an opportunity to create some working relationship with the leagues, either through a

third-party intermediary or by establishing a “Piedmont Park Athletics Club” that activates the site during

designated hours. To be successful, such an effort most likely would require the use of the

Conservancy’s alcohol license and a more in-depth contract than the typical rental. The Conservancy

also may want to explore revenue-sharing as part of such an agreement, as well as an RFP process to

determine what interest exists. Any RFP should be designed to encourage creativity and provide

flexibility, including potential comprehensive management of adult athletics programs on the Active Oval

with access to the Visitor Center.

3. Birthday Parties

The facility has several nearby amenities that would make it an attractive space for birthday parties; staff

indicated that they have seen some limited rentals for this purpose. The Piedmont Park Conservancy

MARKETING

The Conservancy needs to develop a structure for marketing its partnerships in a manner that conforms to its Memorandum of Understanding (MOU) with the City of Atlanta. To that end, all partnerships (except with the City) should be branded with the Conservancy as the lead organization.

To that end, the MOU actually requires that concessions be branded as Conservancy operations, and it limits donor recognition to a prescribed banner system associated with the light poles in the park. Once PPC has developed a marketing plan, it should negotiate additional recognition opportunities with the City.

The Conservancy currently has placed several banners in the park promoting third-party businesses operating in the Community Center and in the Park. These banners are not permitted within the confines of the MOU, are relatively unattractive and likely provide too much value relative to the revenue received from the Conservancy.

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could provide equipment for additional activities, such as simple fishing poles, lawn games (croquet,

ladder ball, corn hole, etc.) and/or a bouncy house. Patrons could access the Noguchi Playscape and

have exclusive use of the restrooms and warming kitchen in the Visitor Center, offering renters a diverse

and entertaining experience. Weather impacts could be mitigated by moving activities inside. A

drawback to birthday party rentals is that they are weather dependent and compete against existing

wedding rentals.

4. Activating the Adjoining Lawn

There is a substantial lawn of nearly an acre within steps and south of the Visitor Center. Under current

city regulations, the lawn is not available for festivals, large gatherings or other activities, with the

exception of major City fundraisers (Music Midtown). The Conservancy could explore working with the

City to define a broader scope of uses for this lawn, exclusive of Oak Hill in its entirety (the Conservancy

would like to maintain the current policy of excluding formal events from that area). Specifically, the

Conservancy could explore two options for the adjoining lawn that may support activity at the Visitor

Center. Under these scenarios, customers could rent the Visitor Center and enjoy exclusive use of the

adjoining lawn for a single event.

First, The Conservancy could work with the

Parks Department to create a structure

allowing large gatherings (up to 249

people) on the lawn area. The

Conservancy would not have exclusive use

of the site; members of the general public

(including the Conservancy and its clients)

could reserve the site for a large gathering

on a first-come, first-served basis. Large

gatherings do not allow alcohol and do not

require (and would discourage) fencing.

Large gatherings do provide de facto

exclusive use of the site during the event,

though the PPC would have to enforce this.

Alcohol could be served at and restricted

to the Visitor Center.

There is a $50 permit fee for a large gathering in a park, and the City will not issue a large

gathering permit more than 90 days ahead of the event under current regulations. This restriction

exists to give priorities to festival organizers, who must submit permits at least 90 days prior to

their event. As the lawn is located in an area of Piedmont Park excluded from festival use, there

may be some willingness on the part of the Parks Department to issue permits outside of the 90-

day window.

Second, the Conservancy could seek to allow small gated, ticketed events on the site. The Parks

Department allows festivals and large gatherings in certain locations (including the Piedmont Park

Meadow) to restrict access to those with a ticket. These events are called “gated, ticketed

events” and require a separate application to the Parks Department, in addition to the normal

festival or large gathering application. The City charges a $500 fee for all gated, ticketed events

– in addition to any other fees that may apply.

Just steps from the front of the Visitor Center, this lawn could be used to

enhance programming at the site.

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The Conservancy could work with the Parks Department to create a structure allowing gated,

ticketed large gatherings (up to 249 people) or Class E festivals (up to 1,999 people) on the lawn

area. Parks Department regulations establish a maximum capacity at each site designated for

gated, ticketed events. The Conservancy could work with the City to cap that number at an

appropriate number, below the 1,999 permitted for a Class E festival. Class E festivals may be

scheduled a year in advance of the event, allow amplified sound and allow the service of alcohol.

Should the Conservancy pursue the gated, ticketed event option, it will need to accept or address

two current restrictions. First, Parks Department policy limits the number of gated, ticketed

events at a given site to one per month. They have the authority to institute a different standard

at a particular site. Second, the Parks Department policy limits individual customers to one

gated, ticketed event per every six months. To address this constraint, which the Parks

Department is unlikely to alter, the Conservancy could have its customers be the permit holder.

In speaking with Conservancy event staff, there was a belief that the lawn could be an asset that

promoted additional activity at the Visitor Center. The lawn could both host wedding and birthday parties

– and it could provide additional space for corporate events.

5. Expanded Concessions

There is an opportunity to expand concessions within the Visitor Center, though any food and drink sales

would be constrained by the existing infrastructure. The concessions could enhance activities available in

the park, especially in regard to Lake Clara Mere. As currently configured, the Visitor Center is able to

support all or some combination of the below.

A. Boat Rental

Several high-profile, U.S. parks (Central Park, Golden Gate Park) offer visitors the opportunity to

rent boats for use on ponds and lakes in the park. Piedmont Park would be ideal for this activity.

New York Parks offers seasonal boat rentals (spring through October) at four parks: Central,

Marine Park in Brooklyn, Flushing Meadows Corona Park in Queens and Clove Lakes Park in

Staten Island. All rentals are through vendors identified through an RFP process. Data provided

by New York Parks on gross receipts indicate that while Central Park has grossed between

$400,000 and $700,000, the other sites have grossed only from $5,000-$40,000. Rental rates

range from $10-$25 per hour, varying by location and type of boat.

B. Picnics to Go

Perfect Picnic in New York City prepares and delivers picnic baskets to public parks throughout

Manhattan, while also offering picnic baskets for pick-up. The Conservancy could offer a similar

service at the Visitor Center, allowing people to pre-order picnic baskets and then pick them up at

the center upon arrival in the park (or when they are ready to eat). Any option involving alcohol

(like a bottle of wine) would have to be enjoyed at the Visitor Center.

C. Specialty Bike Rental

While the Great Escape (located across from the 12th Street Gate) offers general bike rental,

there is an opportunity to offer specialty bike rentals at the Visitor Center. These specialty bikes

include 2-4 people Surreys and 1-2 people recumbent “coupes” or “choppers.” Rental rates can

be hourly, ½-day & daily, and provide users a unique park experience. The Visitor Center lacks

the space needed to store a large number of specialty bikes, and the bikes likely would generate

limited revenue.

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D. Fishing Pole Rental and Lessons

Catch and release fishing is legal in Lake Clara Mere (anglers 16 years of age and older need a

valid State of Georgia Fishing License), and there are several regulars who wet a line in the lake.

The Conservancy could offer for rent simple cane and bobber poles, along with appropriate bait,

for children wanting to fish in the lake. The Conservancy also could partner with groups that

promote fishing or a professional angler to offer limited fishing lessons at the facility, especially at

times when the facility is seeing little use.

E. Piedmont Park Conservancy Merchandise

Given its prominent location by the 12th Street Gate, the Visitor Center is ideally located to offer

Conservancy-branded merchandise including shirts, hats and coffee mugs. The retail operation

also would provide an opportunity to market the Conservancy, promote its work and recruit new

members. Merchandise sales would work best in conjunction with other activities.

F. Lawn Games Rentals

The Conservancy could lease croquet, ladder ball, corn hole and other leisure games at the

Visitor Center for use either at Dockside’s lawn or on the lawn just south of the Visitor Center.

While these concessions would enhance visitors’ experience at the park, their economic viability likely is

limited. Moreover, the Conservancy would have to allocate personnel and capital resources to pursue.

An appropriate way to explore the viability of enhanced concessions would be to prepare an RFP

(common in other jurisdictions) or to engage in discussions with the Conservancy’s current concessions

vendor.

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Potential Revenue Enhancement Opportunities: Capital Improvements

The Visitor Center’s lack of restroom and kitchen infrastructure limit its use as a rental facility Moreover,

the limited size of the building has resulted in it becoming a seasonal facility, as almost all clients use the

exterior, unconditioned space for their events. Staff has had recent success renting the facility at a lower

rate for corporate retreats. Recognizing the potential of the site for events, concessions and retail,

Conservancy staff engaged Perkins + Will to develop high-level drawings for enhancing the site. The

improvements described in the Perkins + Will concept, as well as others, are outlined below.

1. Upgrade the Kitchen and Enhance the Potential Rental and Retail Space

The Perkins + Will concept would reduce ingress and egress through the front (12th street facing) of the

building and replace the large bay window at the rear of the facility with a series of French doors that,

when opened, would allow better integration between the main building and the rear patio. Staff indicated

that the plans also call for replacing the current kitchen with a commercial kitchen, providing exterior

access to the restrooms, and creating an exterior window that could be used for walk-up vending while

the majority of the Visitor Center remained closed to the public.

2. Create an Amphitheater Overlooking the

Dock

The concept also proposes the creation of

terraced seating between the Visitor Center

and dock. Creating a small amphitheater

overlooking the dock would create a venue

that could host small-scale musical and other

performances. Such a new venue likely

would compete with the recently constructed

Greensward and the Atlanta Botanical

Garden, which hosts a concert series during

summer months.

Perkins + Will did not provide cost estimates

for the proposed improvements.

While the Perkins + Will concept would allow

for expanding operations at the Visitor Center,

the Conservancy would benefit from taking a

holistic approach to any capital investments,

incorporating operations and possibly capital

improvements at the Noguchi Playscape,

Community Center, Dockside and Active Oval

as part of any new construction.

3. Expand and Leverage the Restrooms

The Conservancy should explore upgrading the Visitor Center restrooms while closing the Noguchi

Playscape restrooms and converting them to storage space supporting a Dockside, the Green Market,

Summer Camp and other programs. The current configuration of the Noguchi restrooms is inefficient,

and would provide the Conservancy significant storage capacity.

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Expanding and providing exterior public access to any new restrooms at the Visitor Center (as envisioned

in the Perkins + Will concept) would allow for the closing of the Noguchi restrooms. In addition, the new

restrooms would drive traffic to any concessions or activities at the Visitor Center. Retail professionals

indicated that increased traffic from expanded restrooms would be a positive for any concessions or other

retail operations at the Visitor Center. Moving the restrooms from Noguchi to the Visitor Center also

would provide an opportunity to consolidate janitorial expenses or incorporate them into any concessions

contract at the Center.

4. Convert the Dockside Lawn to Multi-Use Space

The oval lawn between the Visitor Center and dock provides another opportunity for expanding

programming and revenue at the facility. Staff members indicate that the lawn sees significant wear and

tear, requiring intensive maintenance. It was closed for restoration and recovery at the time of my visit.

The lawn also does little to support programming at the facility, with the exception of providing a space to

put seating during events.

The Conservancy should explore

replacing the lawn with a formal,

shallow water feature. During warmer

months, the water feature could

provide a site for guests to rent remote

control boats at the Visitor Center

(similar to the rentals in New York’s

Central Park). During the winter

months, the Conservancy could freeze

the water feature and use it as a

skating rink. At all times, the

Conservancy would have the ability to

cover the water feature with a platform

that would allow the site to continue to

be used for weddings and other events

– even as a stage. The platform could

be stored in new storage space where

the Noguchi restrooms currently exist.

5. Create a Way to Divide the Main Room

Staff indicated that most wedding rentals used the Visitor Center building only as a staging area for the

bridal party before weddings. Any renovation of the building should explore ways to partition the building

(most likely including the addition of an exterior door to a bridal suite) that would accommodate wedding

rentals using the dock and rear of the facility while concessions and other activities operated in the front

of the building. Doing so would increase revenue potential for the facility.

6. Move Security out of the Building

Any renovation of the site should result in the security team being moved out of the building into a more

discreet location. Given its proximity to the 12th Street Gate, the Visitor Center is one of the most visible

and iconic buildings in the park. Its highest and best use is to provide concessions and programming that

serves visitors. Security can be located in any building. Some staff members recommend co-housing

security with its vehicle in the maintenance facility at the north end of the park. This makes sense.

The Dockside Lawn could support more diverse activity and possibly generate More revenue if replaced by a multipurpose water feature that could be Converted to a stage and event seating

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RECOMMENDATIONS

This assessment has identified many opportunities to expand programming and increase revenue at the

Visitor Center. The Conservancy should prioritize the four below, listed in order of the ease in which they

can be implemented.

1. Continue Efforts to Better Market Facility and Diversity Rentals

The Conservancy has experienced success in marketing the Visitor Center for corporate retreats

and birthday parties as a way to supplement wedding rentals. The Conservancy should invest in

expanding these efforts, leveraging its board and partnerships with Midtown businesses.

2. Partner with Boot Camps & Athletic Leagues

The Piedmont Park Conservancy should immediately reach out to the various boot camps and

athletic leagues operating in the park to explore partnerships that incorporate use of the Visitor

Center. Specifically, the boot camps would benefit from access to the Visitor Center in the early

morning hours; athletic leagues would benefit from access to the Visitor Center in the evenings

and on Saturdays. There currently is little if any activity at the facility during these times.

As part of this effort, the Conservancy should explore the creation of an “athletic club” that would

operate at the Visitor Center during these off times. The club could charge membership and, in

exchange, provide access to the facility and sell concessions in the form of coffee and healthy

breakfast foods in the mornings and alcohol and light snacks in the evenings.

3. Issue a Request for Proposals (RFP) for Concessions at the Visitor Center

The Conservancy should develop an RFP for offering concessions and other programming at the

Visitor Center. The RFP should incorporate capital improvements that are needed regardless of

future use (specifically construction of a commercial kitchen). The RFP also should include an

alt-bid for renovation of the restrooms that would allow for the closing of the Noguchi restrooms.

It is important to note that an RFP will bring the creativity, experience and capacity of the private

sector to developing the best business model for the existing facility. While PPC has event-

planning experience and some retail experience, it lacks the expertise of the private sector. Any

RFP should incorporate revenue-sharing so that the Conservancy can share both the risks and

the profits of any operations.

4. Create a Business Plan, then Pursue Renovations

The Perkins + Will concept provides a foundation for capital improvements for the entire Visitor

Center site. Before pursuing any large-scale renovations, the Conservancy should hire a

consultant to develop a business plan for the site. While this report provides a broad outline of

the site’s potential, a more in-depth analysis would provide the Conservancy data needed to

prioritize any capital improvements based on anticipated return-on-investment (ROI). The

Conservancy would be able to use this analysis to raise funds for the capital improvements;

foundations like investments in one-time capital improvements that improve operations and future

cash-flow.

16 | P a g e

CONCLUSION

The Piedmont Park Conservancy has done an admirable job renovating and programming several

facilities within and abutting the park. Among these assets, the Visitor Center remains a challenging site

to program and from which to generate revenue. The Visitor Center’s relatively small size and limited

amenities constrain potential uses of the site; to date it largely has served as the low-cost option for

having a wedding in the park. That being said, the facility has several characteristics that the

Conservancy can leverage to its benefit.

The Visitor Center’s location is one of the most prominent in the park, making it a prime location for

exploring traditional and creative concessions. Moreover, the site is at the center of several areas heavily

used by third-party organizations like boot camps and athletics leagues – activity that draws a captive

audience that would benefit from access to the Visitor Center. And while the facility’s kitchen and

restroom facilities currently constrain operations, their obvious shortcomings provide an opportunity to

build a strong case that their renovation would both improve visitors’ park experience and strengthen the

Conservancy’s ability to generate revenue at the site.

The Conservancy should pursue these opportunities systematically, building upon its successful facility

rentals while embracing collaboration with non-traditional partners. Near-term partnerships with third-

party vendors and programmers could quickly increase net revenue from the site. However, the

Conservancy ultimately will be served best by developing a broad business plan for the site, one that

seeks to strengthen the financial foundation of the Conservancy and makes the case for capital

improvements with a strong return-on-investment.