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<br />- <br /> <br />e <br /> <br />- <br /> <br />Mr. Gleason used a flipchart entitled Criteria for Decisions to focus on <br />priorities for the centerls operations. Crlterla was developed from a broad <br />range of public input, both local and non-local. <br /> <br />The criteria are as follows: <br /> <br />1. Protect investment in asset. <br />2. Enhance and focus marketing and promotion efforts/audience development. <br />3. Continue variety of commercial events and local programming. <br />4. Continue strong hall/backstage operation during performances. <br />5. Recognize "learning curve"/shakedown phase. <br />6. Balance FY85 proposed operating budget. <br />7. Avoid placing facility and programs "at risk." <br /> <br />As he spoke, Mr. Gleason enlarged upon several of the items. In regard to <br />item 5, he used a "1earning curve" graph to illustrate the relationship of <br />staff experience, productivity, and time efficiency. From start-up through a <br />transition period to maximum efficiency levels normally takes from 18-24 <br />months. At the juncture of increased staff productivity with time efficiency, <br />there should be a re-evaluation of resource organization for long-term opera- <br />tions. The center is in the transition phase, and the discussion needs to <br />focus on long-term issues. <br /> <br />The next chart was entitled FY85 Staffing/Budget Chan~es, Hu1t Center. <br />Mr. Gleason said that these would be reviewed by the erforming Arts Commis- <br />sion. Their recommendations would be passed on to the Budget Committee. <br />Revenues were projected at $1,062,122, expenditures at $1,298,031, leaving a <br />"gap" of $235,909. Key actions taken to deal with the "gap" are listed <br />be 1 ow : <br /> <br />Reduction or Add <br /> <br />-Staffing Reorganization: eliminate four full-time and Minus $(123,000) <br />one part-time position (Program Director, Marketing <br />Assistant, Operations Director, Events Manager, <br />Marketing Clerk); add Marketing Coordinator. <br /> <br />-Box Office efficiencies (no position elimination) <br /> <br />Minus 36,000) <br /> <br />-Series advertising transfers to productions <br /> <br />Minus 40,000) <br /> <br />-Transfer Conference Center to Facilities Development <br /> <br />Add 13,000 <br /> <br />-Miscellaneous (eliminate proposed scheduling clerk, <br />utilities, other) <br /> <br />Minus 50,000) <br /> <br />$ (236,000) <br /> <br />The total reduction amounts to $236,000 from implementation of the foregoing <br />actions. <br /> <br />Mr. Gleason then reviewed the chart entitled Proposed FYL85 Operating Budget <br />(Not Including Reimbursab1es) (Page 4 of flipcharts). For the most part, <br />figures were projected from FY84 amounts. The total revenues amount to <br /> <br />MINUTES-Eugene City Council <br /> <br />March 12, 1984 <br /> <br />Page 10 <br />