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REMOTE VIEWING TRAINING SESSION
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Remote Viewer : LB
018
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Interviewer
TM
653
Observer (s)
:
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*
Date
:
01/21/85
Starting Time : 1302 hours, local
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Site #
: 0050
x
Site Acquisit. : CRV
(CRV ERV PRV ARV BRV Other
)
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Working Mode : GT
(GT
HE
Other
)
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Feedback class: C
( A
B
C
Other
)
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Ending time
: 1407 hours, local
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Notes
: 36 48' 40"N
76 16'W
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Highest stage : 04
Evaluation
: +
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DESCRIPTION OF SITE
*
Actual
: Scope (Chrysler Convention Center), Norfolk, Virginia
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RV summ. : wide, open, surrounded. Low, really tall in center, empty today.
*
*
daily, usual, every day, routine. Stuffy, but not boring. Open,
spacious , padded, light, quiet. Professor, secretary.
***
****
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21 JAN 85
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CIVIODICS
CPYRGHT
April/May 1983
Vol. 10, No. 2
=
The Norfolk Department of Commu-
nity Facilities manages and maintains
the city's showcases for meetings, en-
tertainment and cultural attractions. Its
biggest charge is the Scope complex, a
major cultural and convention center
which features a range of events from
circuses and basketball tournaments to
rock concerts and trade shows. The
Virginia Philharmonic Orchestra and
hit Broadway plays are among the
performances at Chrysler Hall.
The depart!"
also takes care of
Metropolitan Memorial Park, home of
the professional Tides baseball team
and scene of most local high school
· football games. The MacArthur Memo-
rial, one of the city's most popular
tourist attractions, is another of the de-
partment's charges.
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Different
scone
CPYRGHT
The World Wide Church of God convention brought thousands of delegates to Norfolk.
"Scope was not built to make money,
but to attract money," says Jack
Berry, Scope sales representative.
That's why Berry and other Scope
staff work so hard to draw conventions
and trade shows to the complex.
Their efforts have paid off. They had
their best convention year yet in 1982
with 63,000 delegates meeting in
Scope out of a total 91,000 delegates
who came to the city. He sites the im-
pact these delegates have on the city's
economy as an indicator of Scope's
importance to the community. "If
Scope didn't exist, 63,000 people
wouldn't have come to Norfolk and
spent $13.6 million last year. That
money then changes hands at least
four times in the community. So, by
the time we measure the total impact.
it's more like $50 million being
pumped into our city," said Berry.
Berry says that very few convention
centers ever break even in terms of
their operating costs, but when it
comes to helping the local economy
the successful ones, like Scope, more
than pay for themselves. "The con-
vention centers that say they break
even often pass hidden costs like utili-
ties bills along to the city government
operating fund for payment. If Scope's
utility bills were paid for out of Nor-
folk's general fund, we'd break even
too."
Norfolk's conventions at Scope have
been increasing significantly every
year. The number of conventions in-
creased by 38 percent and convention
attendance increased by 35 percent
between 1981 and 1982 at Scope.
From 1980 to 1981 the number of
conventions almost doubled and con-
vention attendance almost tripled at
Scope.
But, conventions aren't the only rec-
ord breakers at Scope. In one 29-day
period, from February 19 to March
20. Scope and Chrysler Hall set new
highs with sell outs of the broadway
musicals "Dancin" and "Evita," the
CIAA's record attendance, the circus'
largest gross in the history of its Nor-
folk visits, and record attendance and
gross revenues for the Willie Nelson
concert. In those 30 days the Scope
complex grossed over $1 million in
revenues from 178,000 people.
Berry points to the CIAA tournaments
as.an example of how just one major
event affects the city. He said this
tournament attracted 6,720 people
from out of the area who spent
$3 million in the community in one
weekend on hotels, meals, entertain-
ment, transportation and other
accommodations.
The Scope staff also points to the im-
measurable and intangible value of the
Scope complex. C. Edwin Bell, direc-
tor of Community Facilities, empha-
sizes the essential role Scope and
Chrysler Hall play in the cultural as-
pect of the community. "The philhar-
monic orchestra, Broadway plays, and
special concerts all contribute to the
quality of life in Norfolk," said Bell.
"The Scope complex is a showplace
for these performances which lift the
human spirit in ways that cannot be
measured in terms of money."
C.E. Bell, director of Norfolk's Com-
munity Facilities Department since
1973, came to the city with 35 years
experience as a Navy officer. In his
dozen years at the helm of the Scope
complex he has initiated several major
improvements such as changes to pro-
duce a good sound system in Chrysler Association, Amway and Ringlin' Bro-
thers Barnum and Bailey Circus which
all come back to Scope year after year.
Bell is a retired Navy vice admiral and
a graduate of the U.S. Naval
Academy.
Hall and more than doubling the ca-
pability for hanging sound and lighting
equipment from the ceiling of the
Scope arena. Over the years he has
developed strong relationships with
C. Edwin Bell
several large
groups including
the Central
Intercollegiate
Athletic Associa-
tion, National
Collegiate Athletic
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= =
CPYRGHT
Deep within the heart of the Scope
complex is a world of giant machines,
wiring, and pipes which heat, cool,
ventilate and light this massive facility.
The man in charge of this machine
world knows it inside out because he
was the project's mechanical and elec-
trical inspector while it was being built,
a real advantage in staying ahead of
the complex system.
William Duckworth, public building su-
perintendent, is charged with the
maintenance of boilers, air condition-
ers, sewage and storm pumps, electri-
cal systems and all the other sophisti-
cated equipment that keeps Scope,
Chrysler Hall, Met Park and the
MacArthur Memorial running in top
shape.
Most of Duckworth's 11-member crew
has been with him since Scope
opened in 1970. He gives much of the
credit for exceptional maintenance to
Ruby White, ticket seller, tries out Scope's
new computerized ticketing system. The
system is expected to pay for itself in two
years and net the city about $200,000 a
year in revenues from ticket sales. The old
system, Ticketron, was getting too
expensive, so the city decided to buy its
own computerized system. Another plus is
that it gives the city more flexibility and
bargaining power on the price of tickets in
attracting good shows.
his crew. "They've been with me a
long time and really take pride in their
work," he said. "I don't have to tell
them how to do something. They
know how, and I trust them to do a
good job."
Ten years ago he got estimates on
what it would cost for an outside firm
to handle maintenance on Scope, and
he found that at that time the work
performed by his operation was worth
$150,000. Today, it would cost the
city double that amount if it had to
contract with an outside firm instead of
using its own employees. Duckworth
and his crew do even more than pro-
vide good low-cost maintenance. He's
also always looking for a better way to
do things, to save the city money.
Preventive maintenance is one way of
keeping repair costs down. For in-
stance, they do all their own boiler
work, taking the huge machines apart,
one at a time, cleaning them and reas-
sembling them. They xebuild, repair
and clean 96 sewerage and storm
pumps. And, they do preventive main-
tenance on 174 fans which supply, re-
turn and exhaust air in Scope.
A few years ago Duckworth noticed
that water from the air conditioners,
which ran down the storm sewer at a
rate of 187 gallons a minute, was
showing up as a sewerage charge from
the Hampton Roads Sanitation District.
He explained this to HRSD, and had
meters installed so that the storm
sewer water could be deducted from
the cost of the sewer treatment bill.
This effort alone saves the city
$20,000 a year.
He's also caused considerable savings
in electric and gas bills. After a con-
tractor made recommendations on
how his computer system could re-
duce energy costs. Duckworth man-
ually incorporated several of those
cost-saving techniques into his mainte-
nance system. This step and his other
cost-cutting procedures are expected
to save the city $150,000 in electricity
and $100,000 in das this year.
Williom Duckworth heads Community
Facilities' low-cost maintenance team.
He and his crew even took on a big
responsibility for improving the sound
system in Chrysler Hall by installing
baffles above the ceiling and by refa-
bricating, redesigning and relocating
the speaker system. They've helped
assemble the main computer for the
tickets sales office and installed seven
computer outlets throughout the city at
considerable savings.
Duckworth emphasizes the importance
of repairing existing equipment, and
not buying new equipment until the
old is completely used up. Whether it
be salvaging an air conditioner by re-
building a new compressor or invent-
ing a piece of equipment that can
change oil for one tenth the cost of an
outside firm, Duckworth's mind is al-
ways concentrating on the most effi-
cient way to do things.
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CPYRGHT
Grubb's crew moves quickly to clear out the Scope arena.
Events come and go at the Scope
complex, often one right after the
other, or all at once. To make things
run smoothly it takes an experienced
crew working with the precision of a
finely tuned clock.
An elegant dinner may be served with-
out a hitch in the same area where cir-
cus animals bedded down the day be-
fore. With bookings for the Scope
arena, meeting rooms and exhibit
areas and Chrysler Hall, there is the
potential for several events to take
place at the same time, and they fre-
quently do. A basketball game may
follow a rock show. A concert may be
squeezed in during a tournament.
And, everyone takes for granted that
everything will be arranged on time,
just the way it's supposed to be.
Good planning is the key to making
order of Scope's chaotic event sched-
ule, according to Jim Grubbs, opera-
tions manager. And, the need for
good planning becomes readily under-
standable when one considers an aver-
age week in the life of Grubbs and his
crew. In February they had to prepare
for a rock concert, a regional basket-
ball championship, the CIAA tourna-
ment, a sports dance, a symphony
concert, and a dinner reception -- all
in one weekend.
But, there was no resting after the
weekend. Early Monday morning the
circus started moving in. The day after
the circus moved out, Grubbs and his
crew prepared the Exhibit Hall, where
the animals stayed, so it was clean,
sweet smelling and all set up for a sit-
down dinner.
The biggest chore is cleaning up the
building after an event. They removed
more than two tons of trash while the
circus was here. Grubb's staff of 28
men and women take care of many
other maintenance details, like scrub-
bing floor cuuming carpets, wiping
tables, cleaning dressing rooms, setting
up and putting away chairs and tables,
cleaning rest rooms and marking re-
served seating.
Grubb said, "My staff puts in long
hours and works very hard. Most of
them have been here since Scope
opened in 1970. They have the expe-
rience, they know what needs to be
done, and they do it."
When asked how they manage to
keep up with the hectic schedules,
Grubbs replied, "I have two very good
supervisors, Wendel Haynes and Gary
Barfield. The three of us lay out our
schedule and plan how we're going to
handle it."
Sometimes good planning means cov-
ering the basketball floor with insu-
lated board for use by a rock show.
Such was the case when the CIAA
tournament played here and there
wasn't time to take up the basketball
floor for a rock show between games.
Grubbs and his crew know how much
time it takes for each kind of clean-up
operation and set up, and they're al-
ways thinking ahead.
After more than 10 years of smooth
running operations at the Scope com-
plex, it's obvious that thinking ahead
has paid off.
An official publication of the
City of Norfolk for its citizens
Published by the
Department of Communications
and Marketing
Room 803, City Hall
Norfolk, Virginia 23501
Phone 441-5152
Editor - June T. Miller
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