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Blythewood council approves $50,000 to begin implementing Doko Manor operational plan
Summary
After a consultantoperational review of Doko Manor, the Blythewood Town Council approved up to $50,000 on April 29 to start Phase Two implementation focused on staffing changes, new event-management software and marketing to boost revenue.
The Blythewood Town Council on April 29 approved up to $50,000 to launch Phase Two of consultant William Lowder's implementation plan for Doko Manor, following a presentation that outlined staffing, pricing, marketing and software recommendations.
Mr. Lowder presented findings from a comprehensive operational review that included a regional market analysis covering roughly a 45-mile radius around Columbia. He told council members that Doko Manor compares favorably with high mid-tier wedding venues and could compete in lower premium-tier markets if the town pursues higher-end services, bundled amenities and stronger vendor partnerships.
Why it matters: Council members framed the review as an effort to make the Town's Manor operation more financially sustainable. Large and medium-sized events were identified as the most revenue-generating, while small and very small events often run at a loss under current rates that have not been adjusted in several years.
Key recommendations summarized to the council included shifting marketing toward premium services, developing vendor partnerships for catering and décor, expanding weekday bookings for corporate and community events, and increasing pricing for alcohol-related events to cover higher cleanup and labor costs. Mr. Lowder also recommended enhanced automated client follow-up, participation in bridal shows and greater social media advertising to improve inquiry conversion.
Staffing and management: The presentation highlighted persistent staffing shortages and described the current temporary-staffing model as ineffective. Mr. Lowder recommended moving to a third-party staffing agency specializing in event personnel to provide reliable coverage, reduce administrative burden and limit workers-compensation liabilities. Council generally agreed to begin the staffing transition immediately, and Interim Town Manager Ed Driggers said implementation efforts would start at once.
To limit near-term payroll cost increases, Mr. Lowder recommended delaying a full general manager hire and adopting an interim two-manager model led by Kim Kacsur (Assistant to Director of Manor) and Jordan Langland (Marketing and Special Projects Manager). Council discussed that the interim model would reduce projected salary costs and allow for future incentive compensation tied to revenue growth.
Technology and contracts: The consultant reported that the town's current event-management platform is outdated and unreliable, citing system outages, weak reporting and poor contract tracking. He compared two options, Planning Pod and CivicPlus, and identified Planning Pod as the preferred solution for event-specific functionality, automated workflows, QuickBooks integration and contract management features.
HOA and chamber use: Council debated whether to continue offering free or reduced-cost usage to homeowners associations and community groups and whether out-of-town organizations should remain eligible for discounts. Members emphasized balancing enterprise fund sustainability with community relations and local public-benefit responsibilities.
Formal action and next steps: Councilman R. McKenrick moved to approve up to $50,000 for Phase Two implementation services by William Lowder; Mayor S. Griffin seconded. The motion passed unanimously, 4-0. The approved scope includes software implementation, staffing transition, operational setup, process development and transition support for Town Manager Doug. Implementation work is to begin immediately under Interim Town Manager Ed Driggers's oversight.
The council adjourned at 8:49 p.m.
