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HomeMy WebLinkAbout07-07-2015 CLR Ashbaugh 2COUNCIL MEETING: JUL 0 7 ?015 ITEM NO,: C L-9— ca�S C C� ®f San Luis l v l� sp® _ City Council Council Liaison Report Addendum- Vice Mayor Ashbaugh July 7, 2015 RE: Central Coast Performing Arts Center Commission Special Meeting on Strategic Plan Dear colleagues, On Wednesday, July 1 I attended a special meeting of the above body, which governs the operation of the partnership between the City and Cal Poly that created and manages the Performing Arts Center. The Mayor is the Council's representative on the Commission, and typically the Vice Mayor serves as Alternate. The City Manager Chairs this Commission, and our Assistant City Manager also serves as an Alternate. As background, the PAC hosted 442 events in FY 2013 -14. The Strategic Plan committee and its consultant (Don Maruska) compared the way this venue is managed with other similar facilities throughout the nation. The findings of the committee and its consultant demonstrate that the PAC is generally very well - managed; in fact, the organization is noted as being unique among arts facilities in having a healthy capital reserve and maintaining that reserve over nearly 20 years of its operation. This meeting of the commission was to review and act upon the proposed Strategic Plan, which had been developed with considerable input from Assistant CM Michael Codron. (The Commission had previously received a presentation of the Strategic Plan at a meeting March 3, but I was unable to attend on that occasion). The Plan proposes three over - riding strategies for the PAC, as follows: 1. Maintain a State of the Art Facility 2. Strengthen the PAC's Long Term Financial Sustainability 3. Serve the Community and Campus Well Various recommendations flowed from those recommendations, and were discussed by the Commission. It is notable that the PAC's Executive Director, Ron Regier, has announced his retirement at the end of the year; many of these recommendations will be carried forward to the new Director, but he or she will have a stronger foundation as a result of the work that the Strategic Plan Committee and the Commission have provided as a framework and vision for the PAC's future. Much of the debate concerned whether to re- establish a standing committee on Programming. The PAC Commission had dis- established this committee several years ago amid reports that the Committee members felt that there was little for them to do at that time. The Strategic Plan committee recommended greater organizational support for those groups that use the PAC as their venue by providing "Value -added services" such as integrated marketing, and brand identification that will create a preference among the regional audience for the PAC. It was noted by the Strategic Plan team that a "brand" is essentially a promise that - when kept — creates a sense of fulfillment and loyalty to the attendees. The comments of the Commissioners appeared to be mildly favorable to the idea of a Programming subcommittee, but some expressed skepticism as to its role. There was a question as to whether this is a subcommittee function or a responsibility of staff? One Commissioner expressed a reluctance to form a committee w/o a better understanding of its objectives. What weaknesses are being addressed? What existing problems are not being solved w/o a committee? The theme of the afternoon could be summed up in the phrase "If it ain't broke..." In my own view (which I did express to the group), an Advisory Committee to the Commission could be helpful if its membership were composed of representatives of the groups that are contracted presenters and users of the PAC venue. Alternatively, such a committee could be formed by the new Executive Director and report directly to him /her. Other recommendations to support client organizational development and building local audiences were to improve venue access by local non - profit arts groups and others. For example, a recent event by the Central Coast Children's Choir almost broke even, but would have many long -term benefits as some of the youth performers experienced the PAC for the first time in their young lives. Additionally, the Committee was looking to make it more relevant to students; emphasizing the "learn by doing" philosophy of Cal Poly. This could include providing internships and a "summer camp" opportunity with stipends, and a "Learn by Doing" performing arts lab at the PAC. Other recommendations included offering improved online content, such as expanded artist information, downloadable "apps" for the PAC, and encouraging use of social media to provide a wider social experience for PAC patrons. Another issue that is being considered as part of the Strategic Plan is the question of how to build the PAC audience during the summer, when the facility is "dark" more often than it is utilized. There were suggestions that the PAC could be made available for weddings, for example. It was noted by the Chief of Staff to the Cal Poly President that regulatory constraints that had prevented consideration of this possibility in the past were no longer applicable. Expanded use of the PAC during the summer also ties into two major issues now under consideration in the Campus Master Plan now under development. The Master Plan staff will soon be recommending whether to propose going to a year -round program for the University. The rationale for this would be to moderate the peak enrollment on campus, and mitigate the effects of enrollment growth. One potential advantage of this type of University scheduling expansion might be the degree to which it helps the PAC to utilize some of our surplus capacity during that season. Another issue before the Campus Master Plan Committee is the question as to whether to set aside campus property for a hotel and conference center; one of the potential sites for this facility is adjacent to the existing PAC, which would likely expand PAC attendance at some compatible events. (Another site is adjacent to a proposed 5,000 seat "Events Center" to the west of the existing campus core). In short, the issues before the Strategic Plan Committee and the PAC Commission as a whole merit continued monitoring the Council's four representatives on the PAC Commission (the Mayor and CM as members, and Vice Mayor and Assistant CM as Alternates). At the conclusion of the meeting, the Commission voted unanimously to direct the subcommittee to revise the plan framework, based on input received; this framework has since been submitted for a vote by the commissioners by email. A copy of the framework may be obtained from Katie, Michael, Mayor Marx, or myself. Should the Commission affirm the framework, the subcommittee was then directed to prepare a final report, also for approval by the commissioners electronically.