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REVOLUTION PLACE 2017 BUSINESS PLAN

2017 Business Plan

Vision

  • Revolution Place is a multi-purpose facility hosting events and programming that energize the city and its citizens while creating substantial economic impact to the city by attracting out-of-town guests to its events.
  • The Revolution Place team, its events and its partners provide guests with exceptional customer care and positive memorable experiences.
  • Revolution Place is an innovative facility that aggressively pursues opportunities for growth, efficiency and sustainability.

Mission Statement

"To maximize facility traffic by offering a diverse array of programming & events.”

Key Services

  • Regional event, entertainment and sport venue providing year-round event hosting services to commercial & community groups at the local, regional, national, and international levels.
    • Revolution Place Arena
      • Partnering with a diverse array of entertainment promoters, sports and cultural organizations, Alberta Junior Hockey League, recreational hockey (youth & adult), other ice users and dry surface events such as trade and consumer shows, banquets, conferences and private functions;
    • Bowes Family Gardens
      • Hosting, in conjunction with special event organizers, concerts (<1,400 attendees), family events, trade and consumer shows, corporate functions, banquets, weddings, memorials & other private functions;
    • Administrative Services
      • Special event management (logistics & production), marketing, sales & promotion, guest services operations and catering.

Council Focus Area #1
Optimizing Existing Services

  • 1.2 Partnering with Community Groups
    • Goal 1 - To enhance uses of Revolution Place and the Bowes Family Gardens thru diversification of programming and reduction of barriers to participation
    • Objective 1.1- Review current uses of the facilities with stakeholders, community groups and staff to determine opportunities and obstacles.
      • Action Plan
        • Create a list of key stakeholders and community groups, identify potential users and meet with each to determine needs, obstacles & opportunities Apr 2017
        • Review with event planners why they host their events elsewhere May 2017
        • Meet with current clients to determine areas of improvement May 2017
        • Create clear vision for Bowes Family Garden and consult on re-brand June 2017
        • BFG re-brand complete Aug 2017
      • Performance Measure – by September 2017 compile summary of user and non-user feedback, recommended program augmentations & completed BFG re-brand.


Council Focus Area #1
Optimizing Existing Services

  • 1.2 Partnering with Community Groups
    • Goal 2 - To enhance the strength and value of facility relationships such that these partnerships are mutually beneficial with collective objectives
    • Objective 2.1- Strengthening supplier agreements so that they engender collaborative relationships where the supplier and venue both are rewarded for achieved volumes.
      • Action Plan
        • Create a comprehensive list of rights of association partners and end date on current arrangements Jan 2017
        • Review with similar western Canadian venues levels of compensation for ROA agreements Mar 2017
        • Create template for future agreements that rewards the supplier and the venue based on results Apr 2017
      • Performance Measure – by May 2017 compile summary list of ROA & COI partnerships, timeline for future agreements and template for the business model to be utilized.


Council Focus Area #2
Strengthen Our Core

  • 2.1 Develop a vision and plan for an energetic downtown
    • Goal 2.1.4 - To enhance Revolution Place’s within the downtown core as a hub of activity
    • Objective 2.1.1- Strengthening the bond
      •  Action Plan
        • Take an active role with the Downtown Business Association Feb 2017
        • Review with DBA events calendar and develop plan for participation Mar 2017
        • Create four unique events (quarterly), to be held at Revolution Place, that bring people to the venue/downtown May 2017
      • Performance Measure – by June 2017 regular active attendance at DBA meetings, scheduling of two free events aimed at driving people downtown.

Council Focus Area #2
Strengthen Our Core

  • 2.1 Develop a vision and plan for an energetic downtown
    • Goal 2.1.2 - To enhance Revolution Place’s within the downtown core as a hub of activity
    • Objective 2.2- Creating a Welcoming Space
      • Action Plan
        • Review grand entry (NE corner) and plan for its rehabilitation Mar 2017
        • Strategize uses of the grand entry for winter uses and frequent spring/summer/fall events; define list of potential contributors/vendors May 2017
        • Completion of grand entry area Aug 2017
        • Create plan for grand re-opening ceremony Aug 2017
      •  Performance Measure – re-construction completed by August 2017 and grand re-opening date and plan finalized.


Council Focus Area #3
Exploring New Directions

  • 3.1 Explore best practices & models
    • Goal 3.1 - To ensure Revolution Place’s relevance with its competition and that the customer experience exceeds expectation
    • Objective 3.1- Defining best in Class
      • Action Plan
        • Review operational components specific to their responsibility and identifying aspects of differentiation Apr 2017
        • Create a list of key components relevant to our customer’s experience Apr 2017
        • Site tours to sports and entertainment venues; specifically, Edmonton and Dawson Creek May 2017
        • Creating a list of enhancements, investment required and prioritizing items July 2017
      • Performance Measure – by July 2017 have a minimum of two venue assessments completed and a list of RP enhancements prioritized.


Council Focus Area #3
Exploring New Directions

  • 3.1 Explore best practices & model
    • Goal 3.2 - To ensure Revolution Place’s relevance with its competition and that the customer experience exceeds expectation
    • Objective 3.2- Development of Feedback Program
      • Action Plan
        • Investigate customer feedback platforms Apr 2017
        • Create a list of unique users and key questions particular to each, collect data May 2017
        • Using established feedback, create benchmark for categories Aug 2017
        • Prioritize areas of improvement, establish plan, timelines & goals Sep 2017
      • Performance Measure – Customer feedback program in place and targets for experience improvements set by Oct 2017.


Council Focus Area #3
Exploring New Directions

  • 3.1 Explore best practices & models
    • Goal 3.3 - To ensure Revolution Place’s relevance with its competition and that the customer experience exceeds expectation
    • Objective 3.3- Organizational Redevelopment
      • Action Plan
        • Engage consultant to evaluate the office flow and customer experience with recommendations as to the best function to match those needs moving forward Apr 2017
        • Establish timeline and budget for renovations; identify funding sources May 2017 
        • Office renovations completed Aug 2017
      • Performance Measure – To have office renovations completed Oct 2017.


Council Focus Area #4
Capitalizing on Growth

  • 4.1 Use best practice models to take advantage of industry trends
    • Goal 4.1- To position Revolution Place as a community leader on issues of sustainability, and to realize operational savings thru investment in efficient technology
    • Objective 4.1- Creation of a Green Plan
      • Action Plan
        • Evaluate current status of recycling & sustainability and their effectiveness. Mar 2017
        • Create a mission statement Mar 2017
        •  Establish priority list, implementation timeline & budgets Apr 2017
        • Identify potential partners, grants and other forms of funding May 2017
        • Establish benchmarks and targets; review quarterly Aug 2017
      • Performance Measure – Establishment of a green plan, customer communication strategy and 2017-18 season facility performance targets by Sep 2017.


Council Focus Area #4
Capitalizing on Growth

  • 4.1 Use best practice models to take advantage of industry trends
    • Goal 4.2 - To gain an understanding of Revolution Place’s impact on the community via a strategic study of its economic impact; and relating that impact to the city’s investment
    • Objective 4.2- Economic Impact Study
      • Action Plan
        • Compile user data for 12-month period to for spatial information Jan 2017
        • Utilize Canadian Tourism Association’s STEAM method to apply values Apr 2017
        • Compile findings into presentation materials May 2017
        • Communicate findings to stakeholders, community groups and potential clients Aug 2017
      • Performance Measure – 2016 Economic Impact results for concerts held at RP finalized and platform ready for future utilization by Sep 2017.


Council Focus Area #4
Capitalizing on Growth

  • 4.1 Use best practice models to take advantage of industry trends
    • Goal 4.3- To provide Revolution Place’s event customers with cutting edge experience when purchasing show tickets
    • Objective 4.3 – Upgrading the Ticket System
      • Action Plan
        • Analyze the current ticket purchasing system & processes and compare with industry leaders in order to maximize customer experience through innovation Feb 2017
        • Conduct discovery meeting with IT Apr 2017
        • Production of RFP June 2017
        • Analyze vendor submissions Aug 2017
        • Select vendor Sep 2017
        • Implementation Jun 2018
      • Performance Measure – Ticket service needs assessment to be completed by Jun 2017; implementation no later than Jun 2018.


The Team

 

2017 Team Chart

Last updated: 4/7/2017 2:34:12 PM