Memo- Proposed Staffing Plan for the Hopkins Center for the Arts & Hopkins PavilionMemo
History
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Hopkins Center for the Arts
To: Honorable Mayor and Members of the City Council
From: Jay Strachota, Facilities Manager
Date: 08/05/98
Re: Proposed Staffing Plan for the Hopkins Center for the Arts and the Hopkins Pavilion
The purpose of this memo is to outline a change in staffing at the Hopkins Center for the
Arts and the Hopkins Pavilion. After 1 year of operations under the "Public Works Proposal"
of staffing the Arts Center and Pavilion it has become apparent to the Operations Board,
Public Works Department, Arts Center and Pavilion Staff that the plan needs to be revised,
to effectively operate the two facilities.
On April 11, 1997, the City Council approved a staffing plan, proposed by the Public Works
Division, for staffing of the Hopkins Center for the Arts. The plan included the hiring of a
Facilities Manager who would be responsible for both the Arts Center and Pavilion; an Arts
Coordinator, Custodian and Seasonal Part -time Employees for the Arts Center. The plan
went into affect immediately with the hiring of the Facilities Manager in June and the balance
of the staff prior to opening the facility. By December of 1997, it became apparent that more
staff time was needed at the Arts Center to effectively deal with the demand of events,
visitors, Tenant and Operations Board activity and facility issues.
In response to these demands, a 6 -month interim management plan was implemented on
January 1, 1998. This plan allocated 80% of the Facilities Manager's time to the Arts Center
and the Pavilion Assistant Manager became the Interim Pavilion Manager. The thought
behind the interim approach was after 6 months of operations it could be determined
whether the high activity level was a peak of activity that would settle out, or a normal level
of activity for this type of facility.
After 9 months of operations, it has become clear that the high level of activity at the Arts
Center is here to stay. People are still discovering the facility and become excited about its
uses. Tenants are successful and with success comes more activity. Community groups
are finding ways to utilize the Arts Center and are delighted to be able to do so.
Overview of Proposed Staffing
The proposed staffing plan would do the following on the Pavilion side:
Split the Facilities Manager time 80/20 percent between the Arts Center and Pavilion
respectively.
The Interim Pavilion Manager, Don Olson, would apply for the Pavilion Manager's
position.
A new Assistant Pavilion Manager would be hired into the existing position.
• The Facilities Manager's 20% time at the Pavilion will be for a 16 -month transition period
ending December 31, 1999, then the Facility Manager will become 100% responsible
for the Arts Center. The Pavilion Manager will then report to the Parks Superintendent,
as has been the process in the past.
During the 16 month transition period the Facilities Manager will supervise and train the
Pavilion Manager, and provide some administrative functions that are needed at this
point in the Pavilion's history, such as, an equipment replacement plan, increased
advertising revenue, an updated energy savings plan, etc.
On The Arts Center Side:
The Arts Center would receive 80% of the Facilities Manager's time for the next 16
months, after 16 months the Facilities Manager becomes responsible for the Arts Center
only.
The Arts Center would hire a 14 -hour a week (non- benefited) part -time employee to
assist with public contact, scheduling and contract administration.
The Arts Center would utilize the Pavilion Secretary 10 hours a week to administrate the
volunteer program under the direction of the Arts Coordinator and assist in operations
scheduling.
The additional staff hours would free up the Arts Coordinator and Facilities Manager to
work on long range and revenue issues for the Arts Center, such as, fundraising,
marketing, grant writing, policies and procedures.
Primary Issues to Consider
How will additional staffing be financed?
For the Arts Center the proposed staffing plan will increase personnel costs $23,000.
The projected profit/loss for the Arts Center for 1998 is a Toss of $36,950.00 (see
attached budget), approximately $30,000 of those dollars coming from debt retirement.
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Currently, the Art Center staff has had very little time to work on fundraising and
marketing of the Arts Center, due to day to day activity. The additional personnel would
free up time to:
1. Start a membership program for the Arts Center
2. Research and apply for Grants
3. Research and determine how to incorporate 501(c)3 status into the Arts Center to
increase fundability
4. Better service the Operations Board to maximize their fundraising potential
5. Identify the market for the space that is available, and pursue those groups or
individuals
6. Develop annual fundraising events
7. Further develop a volunteer program to save personnel dollars and for building
security
How much revenue will these items generate? If each item generates $10,000, the Arts
Center budget becomes breakeven. Under the current level of staffing, we would not
capture revenues as quickly as we would by increasing staffing. It would be staffs goal to
increase the revenues quickly to offset the increased personnel costs as quickly as possible.
On the other side of the proposal, the Pavilion has a history of strong revenues that offset
expenses year to year. The increase to that budget by the proposal is $3,000 for 1999.
This will be offset by projected revenues and increased profits due to increased efforts in
advertising, programming and energy savings by the Facilities Manager. The years
following 1999 will see a decrease in personnel expenses, as the Facilities Manager's salary
would be totally removed from the Pavilion budget.
Is the recommended staffing plan the best alternative for both facilities?
The original "Public Works proposal" called for 2.7 full -time equivalent employees
(FTE's). The interim staffing plan has been at 4.2 FTE's, and is inadequate to address
long range planning and revenue production. The proposed plan is for 4.7 FTE's, a
cautious plan due to the budget restraints.
At this point in the Arts Center history, the direction from the Council and Operations
Board is for the staff to act as both a landlord and an enterprising facility operator. To
attain both goals increased staffing is necessary. The Arts Center Operations Board has
approved the Art Center portion of the plan and Public Works approves of the Pavilion
side of the plan. I will be asking for the City Council's approval of the plan at a future City
Council meeting.
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Date: 07/29/1998 Time: 12:05:46 City of Hopkins
FM Reports - Period Revenue & Expense Report
Account#
750 -48530 -359
750 -48530 -370
750 -48530 -380
750 -48530 -383
750 -48530 -400
750 -48530 -435
750- 48530 -436
750- 48530 -442
Total ADMINISTRATION:
750 - 48530 -500
750 - 48530 -501
750- 48530 -503
750 -48530 -524
48530 -525
48530 -526
750 - 48530 -527
750 - 48530 -531
750 - 48530 -533
750 - 48530 -540
750 - 48530 -541
750- 48530 -542
750 -48530 -543
750 -48530 -544
750- 48530 -545
750 -48530 -560
750 - 48530 -565
750- 48530 -567
750 - 48530 -568
750 - 48530 -580
750- 48530 -581
750 -48530 -582
750- 48530 -584
750- 48530 -586
750 -48530 -602
750 - 48530 -604
750- 48530 -622
750 -48530 -630
750 - 48530 -633
750 - 48530 -637
750 -48530 -639
750 -48530 -652
Other Miscellaneous
Interest Earned
Rents
Leases
Charges for'Services
Concessions
Vending Machines
Donations
Account Title
Revenues
Total Revenues:
Expenses
Regular Employees
Overtime employees
Part -time employees
Sick leave converted /longterm disability
PERA contribution
FICA & medicare contribution
Medical insurance
Workers compensation
Deferred compensation
Office Supplies
Uniforms or clothing
General supplies
Equipment and Vehicle Parts
Structural supplies
Parts and supplies
Postage
Maintenance - Structures
Maintenance - other improvements
Printing
Audit
Advertising and publication
Expert and professional services
Telephone - local
Telephone - cellular
Heating Fuel - Gas
Electricity
Intergovernmental Admin. Fees
Training
Dues and Memberships
Meals and Lodging
Subscriptions and publications
General Liability
Calendar Period: 06/1998 To: 06/1998
Fiscal Period: 06/1998 To: 06/1998
Budget Thru: 12/1998
ARTS CENTER
Operator: dkd Page: 1
June
Year -to -Date
Net Budget
Projected 98
Year End
5,000.00 0.00 6,000.00
10,703.00 0.00 21,000.00
20,056.36 75,500.00 35,000.00
68,999.00 139, 000.00 138,000.00
282.35 0.00 400.00
538.30 0.00 1,500.00
122.13 4,700.00 500.00
25.00 0.00 1,500.00
105,725.00 219,200.00 203,900.00
105,725.00 219,200.00 203,900.00
42,747.68 65,900.00 85,500.00
566.76 1,000.00 1,000.00
11,070.93 11,500.00 21,200.00
264.11 0.00 500.00
2,244.49 3,400.00 4,500.00
4,315.76 6,000.00 8,600.00
5,132.11 11, 700.00 10,300.00
1,029.48 0.00 2,000.00
1,754.69 0.00 3,500.00
760.28 500.00 1,100.00
46.05 200.00 250.00
3,817.60 3,000.00 4,000.00
99.97 100.00 200.00
346.59 2,000.00 1,000.00
180.87 500.00 500.00
1,134.18 400.00 1,900.00
440.00 2,000.00 1,000.00
86.28 500.00 500.00
208.19 0.00 400.00
400.00 400.00 400.00
899.51 3,000.00 2
1,049.79 500.00 8,400.00
1,452.33 2,900.00 2,900.00
312.02 0.00 500.00
4,171.80 20, 000.00 7,500.00
12,204.03 15,000.00 24,000.00
3,600.00 7,200.00 7,200.00
0.00 300.00 300.00
0.00 0.00
23.00 0.00 50.00
0.00 200.00 100.00
2,294.00 3,400.00 3,400.00
Date: 07/29/1998 Time: 12:06:22 City of Hopkins
FM Reports - Period Revenue &
Calendar Period: 06/1998 To:
Fiscal Period: 06/1998 To:
Budget Thru: 12/1998
ARTS CENTER
A ccount#
750- 48530 -653 Property Insurance
750- 48530 -830 Interest Expense
750- 48530 -930 Operating Transfers
Total ADMINISTRATION:
750- 48570 -460 DEPRECIATION
750- 48570 -680 Depreciation
750 -48570 -820 Bond Interest
Total NON - OPERATING:
750- 48575 -790 Other Equipment
Total MEMO - CAPITAL OUTLAY:
Account Title
-50 -49999 -599 RECLASSIFY EXPENSE TO ASSETS
Total RECLASSIFY EXP TO ASSETS:
Total Expenses:
Excess of Revenues over(under) Expenditures:
Expense Report
06/1998
06/1998
Operator: dkd Page: 2
June
Year -to -Date
3,600.00
0.00
0.00
119,407.00 165, 200.00
1,380.00
15,375.00
0.00
0.00
0.00
0.00
2,080.16
2,080.16
0.00
0.00
121,487.00
Net Budget
0.00
0.00
54,000.00
54,000.00
3,300.00
3,300.00 2,050.00
0.00
0.00
Projected 98
Year End
3,600.00
30,000.00
222, 500.00 240,850.00
(15,762.00) 3,300.00 (36,950.00)