Loading...
HomeMy WebLinkAbout02/27/1984 Meeting . - e \ M I NUT E S Joint Eugene City Council/Performing Arts Commission Dinner Meeting Eugene Conference Center, Sousa Room February 27,1984 5:30 p.m. COUNCILORS PRESENT: Brian Obie, Cynthia Wooten, John Ball (from 5:40), Richard Hansen, Freeman Holmer, Joyce Nichols, Betty Smith, Emily Schue. COMMISSIONERS PRESENT: Sally Weston, John Gregor, Gary Williams (from 6:40), Ron Gnose, William Korns, Royce Saltzman, Carroll Fentress, Michael Fox, Jennifer King. COMMISSIONERS ABSENT: Nancy Hayward. The meeting of the City Council of the City of Eugene, Oregon, was called to order by His Honor Mayor Gus Keller. I. SWEARING IN OF NEW CITY COUNCILOR Ms. Joyce Nichols was sworn into office by City Recorder Karen Goldman to complete the term of office vacated by City Councilor Mark Lindberg ending January 7,1985. The meeting was recessed at 5:45. The meeting was reconvened at 5:55 p.m. II. INTRODUCTION AND REVIEW OF AGENDA City Manager Micheal Gleason presented the staff report, briefly reviewing the past three years of the Hult Center development and operations. He stated that 98 percent of the money spent on the Hu1t Center had gone into local materials, supply, and employment. He said the center has received acclaim as a "state of the art" facility. Since its opening, the Hult Center has hosted approxi- mately 400 performances, 350 additional activities, and half a million people. Of its performances, 98 have been to "s01d out" audiences. Mr. Gleason stated that the center has been used by both local groups and national performers and has had a positive cultural and economic impact on the community. A study by the University of Oregon stated that the Hult Center has brought $20 million MINUTES--Eugene City CounCil/Performing Arts Commission Feb. 27, 1984 Page 1 . into the local economy. He stated that the audience capacities in the Silva Concert Hall were averaging over 65 percent, 27 percent of which were from outside the market area. Mr. Gleason stated that the City is now involved in national conferences, primarily a result of the center. He felt the City has succeeded as a community and as an operational staff. He felt that the success has been due to the work of the City Council, the Performing Arts Commission and the Hult Center staff. He stressed that nothing in the report reflects the commitment or the quality of the work performed by the staff and that it is unfortunate that the center must go through this transitional period. He said the consultants from Alexander Grant & Company have confirmed that this transition is typical for performing arts centers. Mr. Gleason then reviewed the proposed agenda for the meeting. He stated that an agreement must be reached on a process by which the operational and managerial issues are examined. He stressed that the changes necessary for the Hult Center must be achieved within the next month. Once that agreement has been reached, the rest of the meeting will be spent reviewing the report and in discussion. III. RECOMMENDED PROCESS FOR EXAMINING POLICY ISSUES AND PROGRAM CHANGES City Manager Micheal Gleason stated that the process contains components on policy and operational/management. He stated that the following policy issues which are key to the solution for the Hult Center cannot be dealt with by staff: A. Financing the Operating Deficit e B. Role of the Performing Arts Commission C. Role of the Eugene Arts Foundation D. Local Arts Groups Mr. Gleason stated that the key issue is how the key players, in conjunction with the City, learn to work together institutionally. He recommended that the City Council and the Performing Arts Commission consider forming a task force to focus on the policy issues and to make a recommendation to the City Council. He suggested that the task force be composed of three City Councilors, the President and Vice-President of the PAC, the Chair of the Eugene Arts Foundation, and a representative from the local arts groups. He then reviewed the following proposed schedule for the work of the task force: 1. Task force appointed by February 29, 1984. 2. Task force holds its first meeting on March 5, 1984, at 7:30 p.m. 3. City Council receives the recommendation of the task force on the financing issues no later than April 2, 1984. e MINUTES--Eugene City Council/Performing Arts Commission Feb. 27, 1984 Page 2 e Referring to the administrative and operational issues identified in the manage- ment study on the Hult Center, Mr. Gleason stated that he was not ready to make any decisions on the managerial issues at the present time due to the complexity of the issues and the need for more input. He stated he would like to incorporate the discussion at this meeting and discussions with additional individuals into his final decisions. He then reviewed the issues as listed in Section I of the Executive Summary. He stated that these issues were too numerous for him to have reached any decisions in the five days since he received the report. Mr. Gleason then recommended the following timetable for the involved groups as indicated: 1. February 27-March 2: Task force meets on February 29. EPAC meets and discusses the report. 2. March 5-9: Task force holds a public meeting. Administrative work plan presented to the City Council. Task force meets as needed. 3. March 12-16: 4. April 2-6: Special City Council meeting for recommendations by the task force. Mr. Gleason then introduced Chris Fredrickson, the consultant with Alexander Grant & Company. e IV. SUMARY OF HULT CENTER STUDY Alexander Grant & Company consultant Chris Fredrickson summarized the process by which the management study was performed, stating that over 100 interviews were conducted. He hoped that all the constituencies were addressed in these interviews. Mr. Fredrickson stated that at least five centers with similar traits were visited, of which the five most similar were discussed in the report. He stated that the calculations made and the alternatives reviewed were performed with the focus of making the Hult Center operations more efficient and responsive to the community. He stressed that the Hult Center was going through the normal process and through the normal third-year transitional period for performing arts centers. Mr. Fredrickson stated that it is important for the council and commission to understand the community context and policy issues involved. Referring to a chart illustrating the funding of the Hult Center, he then reviewed how the center is supported by donors and the general public. Mr. Williams entered the meeting at this time. Mr. Fredrickson stated that each group was making assumptions of the other players, with one result being that the Hult Center was being left with unpaid rent by its users. He stressed that a cooperative effort must be made for the - MINUTES--Eugene City Council/Performing Arts Commission Feb. 27, 1984 Page 3 - e - benefit of all the involved groups. He then reviewed the "Alternatives for Financingll as listed in the Executive Summary, which outlined the proposed work of the Eugene Arts Foundation and the City in funding the Hult Center. Speaking to the issue of staffing, Mr. Fredrickson stated that the current organization was developed to meet the needs of the center during its formulative period. He acknowledged the excellent job done by the staff, but he stated that the configuration is not appropriate for the future. He reviewed the staffing recommendations, stressing that the changes were based on an effort to make the center more effective, less expensive, and more responsive to the community. He continued his review of the major issues and recommendations as listed in the Executive Summary. He stated that the emphasis of the report was on the Silva Hall and Soreng Theater, but he added that there is a need to activate the rest of the theater complex. He suggested that non-performance uses (such as lectures and film performances) be developed for the two halls. He also suggested that the City study its pricing strategy for non-theater uses, explaining that the two halls were currently priced out of the market. In addition, he stated that staff should attempt to increase the use of non-theater spaces such as the rehearsal hall, exhibit space, and the lobby areas. He also recommended that management of the Conference Center be transferred to another City department or the Eugene Hilton, stating that its operation was becoming a strain on the Hult management personnel. With regard to performance indicators, Mr. Fredrickson suggested that the Hult Center attempt to reach an operating deficit of $600,000 for the next year or two, with future deficits to be reduced to approximately $400,000 within a ten-year period. The meeting was recessed at 6:45 p.m. Reconvening the meeting at 7:00 p.m., Mayor Keller suggested that the management study be discussed first prior to focusing on the recommendations made by the City Manager. In response to a question, Mr. Fredrickson stated that all areas of expenses were studied, but he added that it was difficult to make recommendations due to the short history of the center. He said the expense issue should be worked through the budgetary process. He added that other areas which might have impact included increasing rental rates, ensuring a break-even point for in-house productions, increasing the patron user fees, passing on more of the user fees to the out-of-town patrons, increasing concessions revenue, and an increased use of volunteers for ushers. William Baer, also a consultant with Alexander Grant & Company, stated that some expenditures could be reduced by more computerization and reviewing the current contract services such as maintenance and janitorial servi ces. In response to a question, Mr. Fredrickson clarified that the "operating deficit" in the study referred to all the operations expenses less the earned revenue. He stated that the current projected deficit for the Hult Center would be approximately $800,000 for the 1984/84 fiscal year if the recommended staffing changes were not made, dependent on scheduled pay increases. He said the report recommended cutting 5.5 positions and adding 1 position. Mr. Gleason stated MINUTES--Eugene City Council/Performing Arts Commission Feb. 27, 1984 Page 4 - e e that the reorganization issue involving the Conference Center and the Hult Center Garage will be addressed in his report to the City Council. In clarifi- cation, Mr. Fredrickson stated that the deficit does not include the receiv- ables from the operating groups. He stated that the deficit was on the current operating basis and not on past debts. In response to a question, Mr. Baer felt that the Performing Arts Commissioners did not appear fully informed about the debts incurred by the user groups. In response to a question in regard to the Marketing section staffing, Mr. Fredrickson stated that the report was suggesting that the Executive Director take over the responsibility for marketing efforts and that a Community Relations Director be hired to perform audience development and to assist in the marketing efforts. He viewed this change as being cost-saving and more effective than the present configuration. In the current configuration, he stated that the Marketing Department was spending the majority of its time in the booking and presenting function, in contrast to other centers where the Executive Director handles the booking. In response to a question, Mr. Fredrickson stated that he could not directly compare the Hult Center to other centers studied. He stated that advertising should not be confused with marketing, as it is only one element of the Marketing Department. He explained that each of the centers studied define marketing differently and have different organizational structures; therefore, it is difficult to compare the marketing budget for each. Mr. Baer stated that the marketing budget for most of the centers was approximately 15 percent of the entire budget, exclusive of personnel. Mr. Saltzman stated that he was concerned with the elimination of the Marketing Department, although he strongly supported the other recommendations. Refer- ring to a statement on page IV-18 of the report, he stated that the implication is that the center should now rest on its reputation in continuing its market- ing. As the study recommended that the Executive Director be responsible for marketing, booking, and programming, Mr. Saltzman stated that this implied that the Executive Director either has more spare time than expected, or he is being expected to assume unreasonable responsibilities. He stressed that he felt that marketing is the primary artery through which the main support flows for the center. He questioned why so little information was provided on marketing positions at the other centers in the report. Mr. Fredrickson stated that inquiries were made about marketing at the other centers, but he restated that the organization of those centers is different than the Hult Center. He stated that the changes recommended for the marketing effort stresses that the emphasis must be on developing the community--selling the Hult Center throughout the state. Mr. Fredrickson stated that the current configuration is more expensive than necessary. He added that a competent marketing job could be performed by reassigning most of those responsibilities to the Executive Director. Mr. Saltzman stated that his own inquiries with Executive Directors found support for a complete marketing effort separate from the Executive Director. While he understood the danger of comparisons without clear definitions of the positions, he stated that the report did not include the importance of the marketing position in the Madison Center. Briefly reviewing the other centers studied, Mr. Saltzman stated that marketing MINUTES--Eugene City Council/Performing Arts Commission Feb. 27, 1984 Page 5 e e - appears to be important because the other centers either have or desire a full-time marketing position. He strongly questioned the recommendation to eliminate the marketing positions. He requested that information be provided on the actual marketing effort in terms of sales and advertising. Mr. Baer responded that the one-person Marketing staff of the Madison Performing Arts Center contracts everything out and serves as a coordinator for marketing and coordinating activities. The center also has a volunteer Outreach Program to deal with local community organizations and a Community Relations Director who develops the regional audience for the center. He stressed that the role of the marketing person is different from the present Hult Center configuration. Clarifying the organization of the other centers, he stated that the Peoria Center is a three-facility complex managed by an outside firm, with the theater being the disaster of the complex with only 50 events per year. At the Marin Center, only four-wall events are scheduled and the advertising allocation is only approximately $25,000 per year. Mr. Fredrickson added that the Orlando complex has no in-house events; therefore, marketing is not required. The booking is done through the city's system for the entire complex. At the Ohio Center, the Marketing Director is paid only $16,000, while the Executive Director conceptualizes and performs the marketing program. He stated that one must be careful with the semantic difficulties because his firm was not suggesting that the marketing effort be reduced, rather that there should be a change in its execution. Mr. Baer added that the City must determine its focus for the center. While an international program is exciting, he stressed that the majority of the audience is within the region and must be developed. Mr. Holmer temporarily left the meeting at this time. In response to a question, Mr. Fredrickson stated that the Hult Center must produce more shows per year, otherwise the center will atrophy. He emphasized that outside promoters will not use the facility unless a sufficient profit is present. Mr. Baer stated that the center only has a population of approximately 100,000 to fill its 3,000 seats; therefore the center must look to the region for its audience and support. He said the center must be responsible to the local users and then add a national and international programming. In response to a question, Mr. Baer felt the national reputation of the center has developed from the organizations performing there and that staff was spending minimal time on marketing the hall for a national reputation. He assumed that the Executive Director will book the national events and oversee advertising operations. He explained that the study was recommending separating booking from what is currently a combined activity and that the marketing functions would be performed by the Executive Director and the Community Relations Director. In regard to scheduling, Mr. Baer stated this function will take on a different aspect if performed by computer. He stated that scheduling would be accomplished in a more efficient manner by the Administrative Assistant and the Technical Director. Referring to the organizational charts, Ms. Weston asked for clarifications on the assumptions made in the roles of the Administrative Aide. Mr. Baer explained that the Office Manager/Administrative Aide would perform the contract work after the event has been scheduled by the Executive Director. He added that MINUTES--Eugene City Council/Performing Arts Commission Feb. 27, 1984 Page 6 e office management would be a minor portion of the activity. He said the Business Manager would assume the responsiblity for dealing with personnel. Ms. Weston stated that the budgeting process had created a Scheduling Clerk position to relieve the Marketing Department personnel of that reponsibility. She understood that the study was recommending that the duties of the clerk position be merged with the Office Manager. Mr. Baer stated that the use of a computerized scheduling system and shifting some of the responsibility to the Technical Director would be more efficient than the present system. Mr. Holmer returned to the meeting prior to this time. In response to a question, Mr. Fredrickson stated that the full-time permanent positions would be reduced from 12 to 9 as recommended in the study, explaining that several personnel are full-time but are not permanent employees. He explained that the net gain overall would be four and one-half positions. Mr. Gleason explained that the net gain is calculated through the full-time equivalent. Mr. Obie temporarily left the meeting at this time. Mayor Keller understood that a dramatic change in the role of the Executive Director was being recommended. He asked how much free time will be created for the Executive Director. Mr. Fredrickson stated that most people will report to the Business Manager in the new configuration and that the Executive Manager should reduce the time spent conducting building tours and in meetings. He said the Executive Director should focus on key meetings and bOOking/marketing activities. 4It Mayor Keller temporarily left the meeting at this time. In response to a question, Mr. Fredrickson stated that the use of volunteers as stated on page IV-17 of the report was not suggesting that volunteers perform booking activities; rather, the Executive Director should handle the booking and presenting role as performed in other centers. He said volunteers could assume jobs such as leading building tours. Mr. Fredrickson stated that the Hult Center must develop a sophisticated volunteer cadre to handle these activities. Mr. Orme stated that he saw a void in booking and agency contacts and felt that these activities will overload the Executive Director. Mr. Fredrickson felt that the Executive Director should handle the booking and marketing activities, stating that it would not be an unreasonable burden on that position. e Mr. Obie returned to the meeting at this time. Based on differences between the operation of the performing arts center and the operation of the City as stated in the report, Mr. Fox asked what atten- tion had been given to developing a form of management for the center different from a City department. Mr. Fredrickson stated that the major problem existed in the cash-oriented accountin~ system of the City, explaining that the accounting system of a performlng arts center must be more up-to-date and on a total accrual basis. MINUTES--Eugene City Council/Performing Arts Commission Feb. 27, 1984 Page 7 e e e Mayor Keller returned to the meeting at this time. Mr. Gleason stated that the classification nomenclature is not a problem. He added that the City has a highly accurate accrual system such as would be required by a performing arts center. Mr. Fox asked what attention was given to developing a different form of management other than the City department scheme. Mr. Baer responded that much attention was given to this issue, stating that the Oakland facility operates as a 501(c)3 non-profit organization with no other relationship to the city and that the Peoria center is handled through an outside contract. He stated that part of the question with regard to salary levels comes in relationship to those categories with the City. In response to a question, Mr. Fredrickson stated that conversion to a 501(c)3 system would be inappropriate at this time but could be studied on a long-term basis. In response to Mr. Fox's comment, Ms. Wooten stated that it was not the charge of the consultants to study the 501(c)3 recommendation. In regard to the organizational structure with the Business Manager position, Ms. Wooten asked the appropriateness of changing the recording system. Mr. Fredrickson stated that the Business Manager has been involved with installing the City's new accounting system in the center. Once completed, the accounting functions could be handled by the Accountant, allowing the Business Manager to assume the line reporting responsibilities. Ms. Wooten commented that it appears that the level of expertise required by the Business Manager position would change. Mr. Fredrickson agreed that the person in the position should be competent to fulfill the functions as described in the job description. In response to a question, Mr. Fredrickson stated that the Executive Director would assume the responsibility for the research and development functions of the Marketing Program. He stated that one recommendation of the report is to have a clear set of targets for the Executive Director. He said the research element would be ongoing and would include the Box Office personnel and the Community Relations Director. It would be coordinated by the Executive Director, who would plan how the marketing is to be performed. Mr. Baer stressed that it would be a team effort with input from the various sections. Ms. Nichols stated that all performing arts centers apparently go through some change and that different approaches are used. In response to a question, Mr. Baer stated that a consultant was used in studying the Box Office operations. In regard to the need for technical backup at the center, Mr. Baer stated that the Technical Director will have an assistant and will decide what is necessary for the section to provide coverage during the operating hours of the faCility. He said a similar organization should be developed for the Maintenance Engineer and the respective staff. Mr. Gregor commented that he felt the consultants have performed their charge well and that their sugggestions should be considered. In response to a comment, Mr. Baer explained that it is necessary to have a range of ticket prices to address all portions of the public. He added that a "student rush" program would place on sale at half-price all remaining tickets a short time prior to the performance. He said the center must play the game of MINUTES--Eugene City CounCil/Performing Arts Commission Feb. 27, 1984 Page 8 e audience development. He stated that having a range of ticket prices and the IIstudent rush" program are both strong statements to the community which the center is serving. Mr. Gregor commnented that the "student rush" program could be promoted within a day or so of national events. Mr. Fentress complimented the consultants on their report, stating that the report pointed out the cultural importance of the center and its attraction to those outside the Eugene area. In addition, the report addressed the unique demographic character of Eugene, having a facility sized for a large city, and the need to maintain the center's national reputation. Mr. Fentress stated that Eugene is unique and has abnormal problems; therefore, an unusual effort must be made to continue attracting national and international events. He asked what consideration was given to Eugene's unique situation. Mr. Baer responded that it was greatly considered, stating that the study focused on the demographics, economics, management structure, and length of operation of the Hult Center. While it is important to recognize the center's uniqueness, he stressed that it must not be allowed to become a negative factor. He said the Hult Center has now filled the gap between San Francisco and Seattle. Mr. Fredrickson stated that the study considered all the facts relating to the center and its operation. Again responding to Mr. Fentress' question, Mr. Baer stated that Eugene has a strong local arts base to which the national and international programs add flavor and prestige. He said a strong local audience base must be developed, stating that a national image only adds another dimension to the center's image. e Mr. Hansen stated he was pleased with the charge of the study and the recom- mendations presented. He stated that a potential $600,000 shortfall would be a victory for the community. He said the management study presents strong choices in addressing that shortfall, adding that the City must take a positive approach in the future development of the center. In regard to the function of booking for the center, Mr. Holmer questioned whether a task force should be created before any action is taken on that issue. Mr. Gleason stated that who performs the function and how it is organized are functions of management. He said the number of bookings and the programmatical impact would fall to the Performing Arts Commission. Mr. Gleason stressed that the promoters are selling the product. Any request for a bigger marketing budget would be a budgetary issue, while a larger emphasis in this area would be a progam decision. He stressed that the charge to the task force would be the immediate cash-flow issue and the resolution of the $200,000 shortfall to reach the goal of a $600,000 deficit. Mr. Fox temporarily left the meeting at this time. Ms. Weston stated she was pleased that the City felt the money was well spent for the report. She felt the report was useful in highlighting the work of the PAC and forcing the City and the PAC to address the financial issues. She underscored that most of the report was good news about the center and its staff. Mr. Gregor echoed Ms. Weston's comments, stating that he agreed that e MINUTES--Eugene City Council/Performing Arts Commission Feb. 27, 1984 Page 9 e the Executive Director should be the person to make the decisions in regard to bookings. He said the continued attraction of the Bach Festival to Eugene requires the attention of the Executive Director. He said he was pleased with the emphasis of the report on areas of importance. e In response to a question, Mr. Fredrickson stated that the $600,000 operating deficit for FY 1984/85 could be achieved by incorporating all the changes outlined in the report. He stated that the approach of the report was develop- ing an appropriate staffing configuration for this type of facility in its present stage of growth. He said the present staffing pattern would not be appropriate for the future. To reach the $400,000 deficit level, Mr. Fredrick- son stated that it was his professional experience that that amount should be a target for an operating deficit. Mr. Baer stated that several computer models were run and these results were developed using the recommended condi- tions and parameters. Mr. Gleason added that the assumption for the proposed operating deficit was that all changes could be made pursuant to the operating budget; however, he did not feel it was achievable due to the time involved. Mr. Fredrickson stated that it was assumed that all could be achieved for the 1984/85 year, but he added that the $600,000 level was a target for a two-year period. Ms. King stated that it is important to maintain the cultural diversity of the five users of the center, adding that three of the groups are in poor financial condition. She asked for clarification of the interest-free loans suggested in the report. Mr. Fredrickson said the report made a distinction between past and current debts. He said the report was suggesting that a moratorium be provided on the payment of past debts for some period of time. In addition, the report was suggesting that current rent of the center be paid on time so that the users cannot continue to increase their debts. He stated that the Eugene Arts Founda- tion should clarify its funding organization toward those user groups and develop a specific framework for funding. Mr. Baer stated that it is not unusual for performing arts organizations to have financial problems, but he added that it is unfortunate that in this case it is interrelated in the form of rent. In considering residency status in the center, he stated that the center must determine the impact of rent on the user groups and the center itself. He stated that the Madison Center renegotiates the resident status of its user groups every three years. In response to a comment on restaurant tax, Mr. Baer stated that the one-percent restaurant tax did not appear to be major or unusual. He said the issue in Eugene is one of fairness and balance, while the impact on the restaurant or facility appears to be nominal. Mr. Baer stated that the tax, which is used in other cities, will benefit the center. Ms. Smith stated that she had suggested during the interviews conducted that restaurant personnel be contacted for their input. She asked what alternative revenue resources were considered. Mr. Baer stated that both a gasoline and a cigarette tax were considered. Mr. Fredrickson said this issue was not greatly studied because the focus of the report was on the Hult Center. Mr. Baer suggested that the City may wish to study the relation- ship of the other communities with the center. e MINUTES--Eugene City Council/Performing Arts Commission Feb. 27, 1984 Page 10 e Ms. Schue said the chart illustrating the funding relationship of the center, the supporting groups, and the user groups is important to remember. She said the study was commissioned and paid for by the City to discuss a City activity and its related activities; she said these other organizations must be involved in the negotiations. While there is much work to be done, she stated that the job would be even more difficult without the information from the study. Ms. Smith temporarily left the meeting at this time. In response to a question, Mr. Fredrickson stated that shortfalls of the various centers studied were handled in different manners. He said the matrix shown on page V-3 of the report provides some information on funding of the centers. He stated that the funding mechanisms from most of the centers grew from whatever the political realities were when the individual center was built, with no parti- cular logic for the funding process. Commenting on statements made by Ms. Schue, Ms. Wooten suggested that the council consider having an ongoing group to meet and relate to the Executive Director and the City Manager any difficulties or ideas for the center's operation. Mr. Obie stated that he appreciated Mr. Gleason's presentation of the process and his attempt to understand the policies involved before taking any action. He voiced his concern with the time schedule and asked if any alternatives existed. e Ms. Smith returned to the meeting prior to this time. Mr. Gleason, responding to Mr. Obie's question, stated that he was attempting to remain within the bounds of an RFP in order to finish any action before the budget date. He said he would have liked to have started the Hult Center with the understanding that it would operate at a deficit. With the public focusing on the Hult Center, he recommended that the task force be allowed to work on the policy issues. Ms. Wooten stated that the request for the management study came from the Budget Subcommittee. With the City having loaned money to the Hult Center for the past two years without any financial responsibility, she stated that the time frame was not inappropriate. She stated that a matrix of plans within the community was being developed which has an appropriate place in the policy decision- making regarding the Hult Center and culture and leisure in general. While the process may take longer than the time frame suggested, Ms. Wooten stated that it is important that a recommendation be developed which will resolve the problem for at least the next five years. She said the center has an immediate fiscal problem and a great deal of money must be cut from the budget in order to survive the present year. Mayor Keller stated that the time frame allows an additional week before any recommendation must go the the Budget Committee. Mr. Gleason stated that he will present the formal Executive Budget on April 10 and the Budget Committee e MINUTES--Eugene City Council/Performing Arts Commission Feb. 27, 1984 Page 11 It will begin on April 12. He reinforced that the budget process will be handled differently this year, with issue papers being presented to the City Council. He said he did not wish to dump the issue of the Hult Center onto the Budget Committee. Mayor Keller said he believed that those present perceived the task force to be a reasonable alternative and should be pursued. He asked if there were any suggested changes to the proposal. Ms. Wooten suggested that the City Manager, Mayor Keller, and the President of the PAC consider whether the mission of the task force should be expanded or adjusted to include other items not immediately germane. Mr. Ball suggested that a representative from the community-at-large be included. Mayor Keller responded that the City Councilors are the best representatives of the community. Mr. Ball felt that a community representative might bring in a new perspective on the issue. Mayor Keller said that public hearings will provide an opportunity for the citizens to voice their opinions. He said the task force must address the immediate concerns and that an ongoing task force might address other issues. Ms. Schue stated that the task force must define the final role of the PAC. She stated that she was not implying that the PAC was not performing its job but was merely stating that the relationships and roles were not clearly defined. Mr. Holmer commented that the PAC is also a representative of the public. e Mayor Keller stated that he will use input from the councilors in appointing the task force at the February 29 City Council meeting. He stated that he will meet with Mr. Gleason and Ms. Weston later on that date to consider any alterations to the program. Mr. Gleason clarified that the $600,000 figure is a target and must be a starting point for any decisions. He said that target is not a necessary constraint and does not preclude any policy adjustments. He said the task force could adjust some decisions through the City Council. Mayor Keller complimented Mr. Fredrickson and Mr. Baer on their work in performing the study and in the time spent in gaining the sensitivity of the community. He also stated that those who suggested the report are to be commended. Mayor Keller added that it will be a pleasure to work with the PAC and the task force to develop a resolution to the problem. The meeting was adjourned at 9:03 p.m. Respectful ..y sUbm2~ . ~~'. Micheal D. Gleason City Manager (Recorded by Thom Strunk) ~ TS:vr/CM23a1 MINUTES--Eugene City Council/Performing Arts Commission Feb. 27, 1984 Page 12 ..