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e e e Mr. Rutan asked about the recent successes or room for improvement in programming, as compared to other centers of this size. Mr. Roan said comparisons were difficult because most other venues the size of the Hult Center served metropolitan populations of 250,000, 500,000, or more. He added that he thought the balance and quality of programming had improved dramatically, which he attributed to a team management style that pooled staff knowledge and contributions. Mr. Roan said a ticket sales trend analysis on the computer had indicated a slight increase in sales from the time the center opened. He added that an upward trend was very difficult in this market. He said that performing arts centers normally experienced enormous activity in the first couple of years after opening, and their activity then dropped off before slowly climbing again. He said he thought the center was doing "extraordinarily well" for its market size, and he suggested that he provide more information in five or six months, after the series had begun. Mr. Roan said this year was the first time the Hult Center had a season campaign programmed, planned, and sold well in advance. He said previous seasons had been sold close to starting time, and data indicated that this market required substantial lead time to sell the dates. Mr. Rutan said he would look forward to hearing that, and he asked about the potential for growth in terms of tickets or performances, or both. Mr. Roan said he estimated a classical patron base of about 1,250 people. He said Carnegie Hall had only 2,800 seats, and the Hult Center's 2,SOO-seat hall was considered extremely large. He added, however, that the size also allowed a variety of pop, rock, and country events that would not be possible in a smaller hall. Mr. Roan said he expected that over the next three years, the culture patron base probably could be raised to between 1,800 and 2,000 people. He also said he expected the Broadway series consistently to sell between 2,000 and 2,250 seats, and he said known revenue-generating events were planned to cover potential losses in more risky events. He said he saw a tremendous growth potential, which he thought had resulted from a maturation of the five-year-old facility. He said he looked forward to "much better times." Mr. Roan said the current level of patronage for some events was at an unacceptable level, but he added that staff knew the reasons for that, had taken steps to mitigate it, and was very committed to what it saw as an incredible opportunity for growth. He said staff had implemented parts of a marketing study conducted earlier in the year. He also noted that although the program was market-driven in its necessity for revenue generation, it did not reflect "pandering," but continued to challenge, develop, and stimulate the Eugene audience. Ms. Cox noted that other forms of revenue generation also included broadcast rights and other avenues of growth. Mr. Roan said staff was examining new revenue streams, and he noted that the Bach Festival this summer would be broadcast to between 15 and 20 million people through Asian, American, and Canadian organizations. He said research indicated that arts consumers patronized arts through the media, so the broadcasts were important both to expand the audience and for economic development programs, He also said the quality of events, especially the Bach Festival, which was "absolutely, so much more extraordinary than people here know," presented real possibilities for revenue streams. MINUTES--Eugene City Council Dinner/Work Session June 8, 1987 Page 4