THE VIRGINIAN-PILOT
Copyright (c) 1995, Landmark Communications, Inc.
DATE: Thursday, February 23, 1995 TAG: 9502220152
SECTION: NORFOLK COMPASS PAGE: 07 EDITION: FINAL
TYPE: Letter
LENGTH: Medium: 71 lines
Let's review some facts about Nauticus:
1. The consultants specified annual attendance of 850,000 to reach the goal of breaking-even. Attendance in half a year in 1994 reached over half of the annual projection (450,000 paid patrons). Nauticus is actually achieving the pace it needs in order to reach its annual attendance projections. The real challenge is to sustain this momentum.
2. Attendance of 450,000 at Nauticus has been branded a failure, yet at this level of patronage, Nauticus is one of Hampton Roads' most successful attractions. Its visitor total is significantly higher than that of The Chrysler Museum and certainly well ahead of other museums and attractions that are dependent upon the combined support of local residents and out-of-town visitors.
3. The departure of a development-oriented director was predictable from the onset. Newspaper articles reviewing Michael Bartlett's professional career at the time he accepted the job at Nauticus contained references to his preference for pre-opening development work and his restlessness once projects were open. Nauticus now has the opportunity to bring on board a strong operations-oriented general manager to build upon the contributions made by Mr. Bartlett. It's the future that counts, not the past.
4. Attractions traditionally evolve to remain fresh and to attract repeat patronage. Busch Gardens and Kings Dominion predictably add new rides every season or two to ``re-invent'' themselves just as museums host temporary exhibitions to maintain their appeal. There is probably a relationship between the level-of-entry fee and the frequency or scope of changes necessary to sustain patronage. In the case of Nauticus, I suspect the changes must be fairly substantial to earn repeat visits from local residents in light of the relatively steep $10 admission fee. Many patrons have made excellent suggestions regarding potential enhancements that would add to the appeal of Nauticus; management must embrace the concept of a constantly evolving project and make ongoing changes to maximize public interest and patronage.
In their zeal to launch the project, Nauticus' early supporters may have overestimated the probability that the project would be immediately self-supporting. That aspect of Nauticus will always be a point of contention among those who are not inclined to support this type of urban amenity.
Achieving financial self-sufficiency is a valid goal for Nauticus; no one wants it to consume taxpayer dollars for its operations. It appears that some financial modifications may be necessary to hasten Nauticus' movement toward breaking even financially. Such financial adjustments are not uncommon in complex public and private sector developments. The key point remains: Nauticus is not going to disappear, so it would behoove local residents to make it a success.
We've heard enough comments from detractors - many of whom have obviously never entered Nauticus. Additional negative comments are unnecessary and inflammatory.
Instead of bashing Nauticus, I urge residents of Norfolk and the other communities of Hampton Roads to rally around Nauticus in recognition of the contribution it can make to the educational development of children, for the role it can play in the lucrative regional visitor economy and for its continuing positive impact on downtown development. I'm reminded of the old saying, ``if you're not part of the solution, you're part of the problem.'' To date, far too many Hampton Roads residents have been part of the problem rather than the solution.
Blount Hunter
Columbia, Md.
(Note: Mr. Hunter is a Hampton Roads native who is a development feasibility consultant and consumer research analyst for urban real estate projects across the United States.) by CNB