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<br />e <br /> <br />BRAINSTORMING STRATEGY DEVELOPMENT <br /> <br />WHAT <br /> <br />WHY <br /> <br />HOW <br /> <br />Room Tax (JM) <br /> <br />c. Contract management to a <br />non-profit corporation with perfor- <br />mance standards (JM) <br /> <br />d. Get out of marketing <br />function: City presented events <br /> <br />3. Maintain service level (RB) <br /> <br />3. Cornerstone of downtown <br />success, economic benefit, <br />shared community space <br /> <br />3a. Undertake major capital cam- <br />paign ($1 OM) for operating sup- <br />port (RM) <br /> <br />b. Increase Eugene room tax <br />and dedicate entire amount Hult <br />(talk with county about their <br />share, too) (PN) <br /> <br />e <br /> <br />c. Raise ticket prices and offer <br />mall ticket packages (for local <br />residents) (PN) <br /> <br />d. Reduce G.F. support: <br /> <br />1) operational efficiencies <br />($50,000), <br /> <br />2) salary reductions (2 - 4%), <br /> <br />3) Hult parking revenue to Hult <br />(some), <br /> <br />4) voluntary membership cam- <br />paign ($150,000), <br /> <br />5) volunteer ushers for resident <br />cos., <br /> <br />6) user fees (ticket tax $1 now <br />- don't raise now), <br /> <br />7) EWEB/energy efficiency, <br /> <br />e <br /> <br />8) room tax to Hult. <br /> <br />9) ESVCB market cultural <br />tourism, <br /> <br />MINUTES - Eugene City Council <br /> <br />January 27, 1992 <br /> <br />Page 7 <br />