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CR 98-162 Staffing Plan for the Hopkins Center for the Arts & the Hopkins PavilionSeptember 29, 1998 Proposed Action Overview Primary Issues to Consider Supporting Documents • None y Strachota, Facilities Manager Council Report 98 -162 Staffing Plan for the Hopkins Center for the Arts and the Hopkins Pavilion Staff recommends approval the following motion: Motion to approve a new staffing plan for the Hopkins Pavilion and Hopkins Center for the Arts as recommended by staff and the Hopkins Center for the Arts Operations Board. The Operations Board recommends that the Council adopt a new staffing plan that would increase staffing at the Arts Center to a level that would meet the current activity demands. The plan would divide the Facilities Manager's time 80/20 percent to the Arts Center and Pavilion, respectively. The Arts Center would hire one regular part -time employee to work 20 -25 hours per week and also utilize the Pavilion Secretary 10 hours per week. The Pavilion operation would return to the staffing structure of Pavilion Manager, Assistant Pavilion Manager, Secretary and seasonal part -time employees. The Pavilion Manager would report to the Facilities Manager until December 31, 1999. After that date, the Pavilion Manager will report to the Parks & Forestry Superintendent and the Facilities Manager will become 100% dedicated to the Arts Center. For the past 9 months the Arts Center and Pavilion have operated under an interim management plan. This plan was implemented to allow staff time to determine to what degree the Arts Center activity was initial start -up activity, before permanent staffing measures were implemented. It has now become apparent that the Arts Center activity level is beyond what existing staff can effectively accommodate. To move forward to a permanent staffing plan the Pavilion will return to the organizational structure that has proven successful in the past and the Arts Center will add a regular part -time employee to assist with scheduling rooms, clerical and assist with volunteer activities. • Is the recommended staffing plan the best alternative for both facilities given budget constraints and activity levels? Will this staffing plan be sufficient for the future of the facilities? Primary Issues to Consider ■ Is the recommended staffing plan the best alternative for both facilities given budget constraints and activity levels? The Pavilion staffing structure will return to a structure that has proven successful in the past. Don Olson, Interim Pavilion Manager, will apply for the Pavilion Manager position. The structure will be further strengthened by the fact that no staff member previously involved with the Pavilion will leave City employment. All the staff members are still available for consultation, recommendations and historical information. The budget impact of this change is neutral, personnel costs will remain are roughly the same as the past. Currently the staff at the Arts Center spend a great deal of time in day to day operational tasks. Financially, the greatest opportunities and challenges exist in fundraising, grant writing, membership programs, volunteer administration for the Arts Center. By hiring a regular part -time employee to assist in the day to day scheduling, clerical and volunteer activities, existing staff can focus on the greater opportunities facing the Arts Center, as well as, improving efficiencies of the current operations. The additional 10 hours of assistance from the Pavilion Secretary will aid existing staff with bookkeeping, record keeping and clerical. Staff has chosen to take a part -time approach to staffing as this will meet the current needs of the Arts Center and future needs may require a specialist such as an employee with grant writing, fundraising, or volunteer administrative experience. Budget concerns are also a reason that staff has chosen a part -time staffing approach at the Arts Center. Revenues continue to grow although revenues do not yet meet expenses. Fundraising, grant writing and membership programs are the most obvious opportunities to raise revenues for the Arts Center. Additional part - time assistance at this time will allow existing staff to work in these areas. • Will this staffing plan be adequate for the facilities in the future? The Pavilion operates at near capacity for activity level and the staffing plan will meet the facility's future needs. The Arts Center has growth potential in many areas of operation. What lies ahead is the implementation of the Operations Board's strategic plan, and meeting the evolving needs and desires of the City, Operations Board, Tenants, Renters, and Civic Organizations. As the Arts Center implements the strategic plan and meets the needs and desires of it's key players, the need for a change or additional staffing may occur. At this point, with 11 months of operational history to base a staffing decision, this staffing plan will meet the Arts Center needs. If in the future specialized needs arise the decision to change or hire staff will be considered at that time.