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 ║ [email protected]
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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.