RECOVERY PLAN
FOR A
SUSTAINABLE FUTURE
Final Report
March 2013
PASADENA SYMPHONY AND POPS
RECOVERY PLAN FOR A SUSTAINABLE FUTURE
A Best-Practices Approach to Organizational Stewardship for
Excellence - Innovation - Access - Fiscal Responsibility - Sustainability
EXECUTIVE SUMMARY
At the center of the Pasadena Symphony Association’s Recovery Plan For A Sustainable Future
was an approved cash budget from May 1, 2009 through September 30, 2009, a fiscal year
budget beginning October 1, 2009 and a debt correction plan that was to create a financially
sound organization with future balanced budgets by September 2010.
This plan was designed by the Pasadena Symphony Association management team with the
assistance of outside legal, financial and strategic communications experts and the support of its
board and staff, who have all fully endorsed this Recovery Plan For A Sustainable Future.
As a result of the Board and Administration successfully implementing this roadmap to recovery,
the Pasadena Symphony Association aspired to restore consumer confidence in each member
of the greater community so all may assist in the long-term health and care of this crowned jewel
of Arts and Culture.
RECOVERY TEAM
PASADENA SYMPHONY ASSOCIATION
Paul Jan Zdunek
Chief Executive Officer
Lora Unger
General Manager
Elizabeth Fieux
Director of Development & Marketing
Kevin Glover
Director of Finance
Diane Rankin
President, Board of Directors
Harvey Knell
Executive Vice President, Board of Directors
Reorganization Committee
Board of Directors
COUNSEL
Kimberly S. Winick
Carrie E. Miller
Peter Boyle
Kathleen Gilmore
Robert Kelly
Eric Miller
Niall O’Muilleoir
Attorney
Attorney
President
Principal
Senior Vice President
Senior Vice President
Senior Vice President
Clark & Trevithick Law Firm
Clark & Trevithick Law Firm
Clifford Swan Investment Counsel
Clifford Swan Investment Counsel
Capital Guardian Trust Company
FD Communications
FD Communications
Page 1
VISION & PHILOSOPHY OF PASADENA SYMPHONY – PASADENA POPS PARTNERSHIP
In October 2007, the Pasadena Symphony and Pasadena POPS – two well-known and highly
respected organizations, each with its own passionately committed constituencies – joined
forces under the auspices of the Pasadena Symphony Association (PSA) to achieve the
following:
 Provide year-round live orchestral music for the entire community
Each organization had its own calendar season, the Symphony from October through
May and the POPS from June through September. Their coming together allows for
orchestral concerts each month of the year, thus providing continuous community
engagement.
 Create multiple access points for audiences
Each individual is on their own personal journey through this wonderful world of orchestral
music – from the first-time concert-goer to the fifty-year subscriber and everyone in
between. Having an extremely wide range of repertoire as well as education and
community engagement programs, the PSA is able to provide virtually every member of
the community with an entry point wherever they are on their musical journey.
 Complement and enhance each organization’s strengths
While artistic, administrative and Board strengths are important aspects of each
organization’s resources, a vital component is the complementary financial support of
each: the POPS with its significant corporate sponsorships and the Symphony with its
substantial individual contributions.
 Serve as a far-reaching cultural resource for the entire community beyond what
each could provide individually
Simply stated, the demographic and geographic opportunities for a combined
organization are immense and well-beyond what each could accomplish on its own.
CAUSES OF THE ORGANIZATIONAL CRISIS IN OCTOBER 2008
As with any organizational catastrophe, there is more than one cause – usually many working in
combination with each other to lead to such a downfall. The major factors contributing to the
Pasadena Symphony Association’s organizational crisis were:



Both the Pasadena Symphony and Pasadena POPS were living beyond their
financial means
Each had to rely on end-of-year support to balance their respective budgets: the
Symphony relied on its Investment or Endowment funds – the POPS on extra individual
Board support or a special end-of-year fundraiser. Comparing the 2007-08 Season Profit
& Loss of both the Symphony and POPS, the results show a virtually equal loss to each
entity, thus dismissing the notion that one has caused the other hardship within this
combined scenario. When the two organizations joined forces, budget issues magnified.
The organizations combined resources to achieve economies of scale but did not
successfully implement the means to this end
Whether it was marketing vehicles, office leases or staff configurations, the combined
entity did not fully and comprehensively rid itself of excesses or duplications.
The merging of both organizations and cultures presented diverse challenges
Separately, each organization had distinct cultural and organizational structures that
included the Artistic Personnel, Board of Directors, Administrative team and deeply
engaged constituents. Time and effort was not sufficiently spent on blending these two
organizational worlds harmoniously together.
In the end, neither the economy nor the combining of these two organizations caused the crisis;
they only exacerbated the situations mentioned above.
Page 2
RECOVERY PLAN FOR A SUSTAINABLE FUTURE
The Pasadena Symphony Association’s Recovery Plan For A Sustainable Future initiates a
best-practices approach to organizational stewardship while focusing on Excellence, Innovation,
Access, Fiscal Responsibility and Sustainability. If all elements of this holistic plan are achieved,
the Association will be financially sound by September 2010.
Recovery Plan Components
 Dispelling the assumptions: reversing the business as usual model
 Implementing best-practices within a road map to sustainable fiscal responsibility
 Reviewing – revising – renewing the recovery plan to meet goals
 Executing a holistic problem-solving approach
 Communicating to internal and external constituents for renewed consumer confidence
Since October 2008, the Pasadena Symphony Association has made great progress within the
following structural areas:
 Artistic & Production
 Marketing & Development
 Administrative Management
 Board Governance
The Recovery Plan For A Sustainable Future requires further adjustments in each of these areas
for long-term success.
Focus of Pasadena Symphony Association: March 2013




Continue to develop an All-Star Board of Directors and Advisors who are leaders of
significant networks in the San Gabriel Valley
Relentlessly pursue Pasadena Symphony Association’s Prevalence & Relevance in the
San Gabriel Valley
Continue mantra of Exceeding Expectations in every area of the Pasadena Symphony
Association
Design a PROSPERITY PLAN FOR A SUSTAINABLE FUTURE in 2013 that focuses on
increasing current as well as creating new revenue sources for the Pasadena Symphony
Association
I Artistic & Production
In the middle of its 2008-09 Season the Pasadena Symphony Association reprogrammed its
repertoire to ensure a successful balance between artistic excellence, marketing cache and
fiscal responsibility. Since then, a new cost structure has been applied to all current and future
artistic and production expenses which emulates a best-practices approach within the orchestral
industry.
Significant Artistic & Production Adjustments 2009:


Programming that is artistically satisfying, significantly marketable and fiscally
responsible. This includes repertoire choices, guest artists and composition of orchestral
forces. Combined, this represents a savings of 33%.
Production costs have been readjusted to appropriate amounts within the annual PSA
budget. Additionally, after wonderfully outgrowing the Descanso Gardens summer
concerts, the Pasadena POPS moved to a prominently positioned area in front of the
Page 3

Rose Bowl, in the heart of Pasadena in the summer of 2010. Additionally, the POPS’
triple-concert weekends were paired down to single-concert weekends with the ability to
serve over twice as many audience members per weekend in this new venue. These
components represented a total production savings of 38%.
In 2008, the Education & Community Engagement program had been operating at
consecutive deficits for a number of seasons due to a lack of meticulous management
oversight. Annually, the Association would commit to programs that were not completely
funded at the time contractual commitments were made. Moving forward, the PSA only
produced programs that are completely funded and restructured funding to allow for a
multi-year budget planning process. The Pasadena Youth Symphony Orchestra, a feebased program, continues to operate on a successfully balanced budget.
Successes: January 2009 – March 2013
Artistic Production
 Moved PSA’s World-class orchestra into two new world-renowned venues: POPS moved
to Lawn adjacent the Rose Bowl in 2010 and then into its final home at the Los Angeles
County Arboretum in 2012; Symphony moved to Ambassador Auditorium in 2010.
 Added matinee to Symphony Classics Series for 2010-11 Season for families and seniors
 Produced new annual Holiday POPS concert which then morphed into a European-styled
Holiday Candlelight Concert in 2011 which sold out in its first two seasons (in 2013, there
will be a second concert added to accommodate audiences)
 Developed collaborative partnership with Local 47
 Successfully negotiated four-year Collective Bargaining Agreement with Local 47 – an
unprecedented contract length for the PSA
 Saved 50% - over $350,000 - in production expenses during summer Pops 2009
compared with summer Pops 2008
 Summer 2011 Pasadena POPS’ season marked Marvin Hamlisch’s inaugural season as
PSA’s new Principal Pops Conductor; after his sudden death, the PSA hired multiplatinum selling, Grammy nominated artist Michael Feinstein as its new Principal Pops
Conductor beginning Summer 2013
 Appointed and commissioned Peter Boyer as Composer-in-Residence for the 2012-13
Season which culminates in Boyer conducting the world premiere of his Symphony No. 1
with the Pasadena Symphony at Ambassador Auditorium in April 2013
 Continuing to receive critical acclaim from LA Times and other similar media sources after
years of lying dormant
 Pasadena POPS performed first successful contract-services engagement with Idina
Menzel and Marvin Hamlisch at the Greek Theatre in 2011
 In 2013, PSA Artistic Leadership compensation has been adjusted to market for PSA
organizational size after over 15 years of unfavorable contract obligations
Education & Community Engagement
 Achieved balanced PYSO & Education budgets in 2009
 Musical Circus – moved to Americana and has produced a more accessible experience
and doubled audience size with the majority of audiences experiencing PSA for the first
time
 Improved PYSO-PSA internal professional and personal relations
 Increased PYSO communications through regular email and on-line use
 Successfully produced Air Force Blue Steel / PYSO combined concert January 2010 –
reciprocal visit by PYSO to Colorado Air Force base in 2011
 Created SoundCheck program – generating new student access to concerts – had 65+
students who purchased a SoundCheck card for the 2009-10 Season
Page 4









Developed PYSO Alumni Association – first annual event in May 2010
Created & led, until 2011, Music Education Partner coalition: Scholarship Audition
Performance Preparatory Academy, Verdugo Young Musician’s Association, Saturday
Conservatory, Pasadena Suzuki, Pasadena Young Musicians Orchestra, Pasadena
Community Youth Orchestra, El Sistema inspired program at Longfellow Elementary and
Pasadena Youth Symphony Orchestra
Created new social networking events called REVERB primarily targeting 25-45 year old
constituents with inaugural event April 8, 2010 held at the Americana featuring guitarist
Celino Romero and members of the Romero Quartet.
The Pasadena Youth Symphony Orchestra (PYSO) – celebrated its 40th Anniversary
Season with a concert tour of Eastern Europe in June 2012
In 2013, successfully completed a merger with Pasadena Young Musicians Orchestra
(PYMO) allowing PSA to expand its youth orchestra experience from 6 th to 12th grade
students representing over 50 schools in the region
The PYSO was featured on three episodes of the popular television show GLEE,
performing with Kristin Chenoweth and Gwyneth Paltrow and remains the go-to youth
orchestra for the series
Initiated Random Acts of Music (RAM) Program – a performance marketing effort with a
two-year $200,000 grant from the Irvine Foundation in 2012
Initiated concentrated community engagement program with all of our Guest Conductors
and Soloists during the weeks they are in town preceding their concerts – including visits
to youth ensembles, schools, programs for troubled youth, Rotary, senior residential
programs and even local yoga classes
Initiated and managing the Jet Propulsion Laboratory (JPL) Chorus led by PSA Director of
Choruses, Don Brinegar
Opportunities for Improvement: March 2013
Artistic Production
 Improve the greater community’s awareness and perception of quality regarding the
Pasadena Symphony and POPS – continue to position it as a 5-star boutique experience
that is beyond expectations regarding Excellence and Access
Education & Community Engagement
 Fully pursue and engage the San Gabriel Valley’s student and family population in all
PSA offerings, focusing on private schools in the region
 Further develop the region’s 25-65 year old demographic
II Marketing & Development
In previous years, both the Pasadena Symphony and Pasadena POPS were in a reactionary
mode when creating marketing and development initiatives. A newly implemented annual model
for both marketing and development readjusted the Earned vs. Contributed Income mix of 28/72
to a 50/50 balance in the 2009-10 fiscal year.
Significant Marketing Adjustments 2009:


Rebranded the Pasadena Symphony and Pasadena POPS to restore their own identity,
thus capitalizing on each brand’s past loyalty over the combined 100+ years. A new logo
was released in June 2009.
Rescaled the Pasadena Civic Auditorium and returning to a pricing structure with multiple
entry points. Rescaling of the hall allowed the Association to benefit from highly desired
seat locations and multiple entry points as well as past ticket pricing levels enabled a 70%
increase in total per-concert gross earning potential.
Page 5



Restructure of the POPS ticket pricing also allowed for multiple entry points, including
first-ever lawn seating – resulting in a ticket sales increase of 30% for the 2010 summer
concert season at the Rose Bowl location.
New ticketing packages for the Pasadena Symphony included a Family Package –
children under 17 years are only $10 with an adult full-price purchase; SoundCheck –
students can purchase a card for a one-time $30 fee that allowed them the best seats
available to all Pasadena Symphony Classics Concerts at the Pasadena Civic Auditorium.
Created partnerships within the community, as was the case with The Agency and a class
on environmental design at the College of Art & Design. These two classes assisted the
PSA with a regional marketing & public relations campaign as well as a new way of
experiencing the Pasadena Symphony and Pasadena POPS – initiatives were revealed
between July-October 2009.
Significant Development Adjustments 2009:


Comprehensive approach to contributions as well as redefined allocation of funds avoided
any multiple line-item accounting. In addition to a proactive development plan, the
Pasadena Symphony Association created many funding level options for individuals,
corporations and foundations to contribute to the annual fund through both philanthropic
and sponsorship opportunities. The 2009-10 Budget reflected a combined contributed
income increase of 25%.
Instituted a new mantra for all fundraising and friend-raising events as well as all
marketing initiatives: Low Risk (both in human and financial) and High Net Profit (return
on investment). In the 2009 economy, large marketing budgets and financially risky galas
were impractical for the PSA. The Pasadena Symphony Association created a new
model that brings our musicians and our audiences closer together while providing for
ideal marketing and fundraising opportunities.
Marketing Successes: January 2009 – March 2013
 Newly designed website, PR materials, logo and branding in 2009
 Newly created in-house ticketing system for improved customer service and cross
promotions of all PSA offerings in 2010
 Purchased vs. complimentary tickets ratio increased by more than 25% over 2008-09
 Brought marketing & PR in-house and have increased media coverage by 400%
 Significantly improved / increased media relations with KUSC / KPCC / KECT / LA Times
Pasadena Star News / Outlook Magazine / Pasadena Magazine / Pasadena Now / CNN
Headline News Local Edition
 Improved Customer Service with personalized communications and one-on-one approach
 Increased 2009-10 Symphony ticket revenue by 40% over 2008-09 season partially due
to rescaling and re-pricing of Pasadena Civic Auditorium
 Improved Consumer Confidence resulting in new and increased donations
 Retained a marketing and ticket sales consulting firm in 2011 which resulted in
dramatically increased ticket sales for both the Pasadena Symphony and Pasadena
POPS seasons and, since releasing the consulting firm in September 2011, the PSA Staff
has maintained these best practices resulting in continued ticket sales and public
relations growth
 POPS tickets for Summer 2012 increased 80% from 2011 season – a historical sales
record, and are continuing on a similar trajectory for 2013, currently tracking at 10%
ahead of the historical sales of 2012
 Developing new website that makes ticket purchase and donations extremely easy in
2013
Page 6
Development Successes: January 2009 – March 2013
 Significantly increased donor, audience and volunteer database using Eventbright.com to
promote PSA offerings in 2010
 Doubled volunteer base
 Initiated and successfully receiving on-line donations
 Improved Gold Room experience with live music/festive atmosphere – doubled postconcert participation
 Created and successfully secured Symphony season, pre-concert entertainment and
repertoire sponsorships representing a 155% increase in Symphony sponsorship revenue
 Created new sponsors/donors in 2010: Granite Park, Hear MD/Fresh Face Med Spa,
repertoire sponsors, Parsons Foundation, Parsons Corporation, Ayershire Foundation
and Federal Government – collectively representing new revenues of $382,500.
 Created / improved relations and collaborations with: Kidspace / Pasadena Conservatory
of Music / College of Art & Design / Caltech / Huntington Library / Pasadena Chamber of
Commerce / Rose Bowl / Gelson's Food Markets / San Gabriel Valley Economic
Partnership / Glendale Arts Council / Music Education Partners (SAPPA, VYMA, Saturday
Conservatory, Pasadena Suzuki, PYMO, PCYO, PYSO) / LA Philharmonic / LA Chamber
Orchestra / Colburn School / Ambassador Auditorium / Pasadena Civic Auditorium / City
of Pasadena / Pasadena Convention and Visitors Bureau / Riboli Family Winery / Levitt
Pavilions / Association of California Symphony Orchestras / League of American
Orchestras
 More than doubled Trade / In-kind opportunities
 Successfully executed 2010 Leadership Campaign with solicitations of $25,000-100,000+
per year with a three-year commitment - $300,000 pledged and/or received from January
2010-March 2010.
 New approach to ticket sales has an “opt out” approach to donating on re-order form in
2013 – this season gained $50k additional donations YTD
 Further implementing more In-Kind and Trades to keep marketing costs low
 Concentrated relationship building with Chinese community with the help of our own
Board members and leaders in the Chinese community
 Successfully building new leadership relationships with GLBT community that has been
untapped in this region
 Increased Conductor Circle entry level of giving to a minimum of $1,500 per season
 Produced first gala in years that yielded a positive net return in 2012. In process of
executing second such gala in August 2013 with Michael Feinstein
 Received $100,000 capital purchase grant from Ahmanson Foundation for Pasadena
POPS production in 2012 – saving over $20,000 per season in operating expense
 In 2012, engaged new sponsors including: Bank of America, The Langham Hotel, Wells
Fargo, Cartier, UPS, Northern Trust and Jet Propulsion Laboratory, as well as two new
Title Sponsors representing the Singpoli Classics Series and the Sierra Acura Summer
POPS Series
 Received $425,000 matching gift from the Women’s Committee of the PSA in January
2011 – which was successfully matched with new or increased gifts within six months in
July 2011
 Initiated first permanent fundraising committee for the PSYO which has successfully
raised over $18,000 in the first nine months during 2012
 Nurturing newly formed Pasadena Symphony Angels group of African-American Leaders
in 2012 who will grow this support group over the next five years
Page 7
Opportunities for Improvement: March 2013
 Double ticket sales for Pasadena Symphony Classics Series
 Further build relationship marketing for targeted ticket sales
 Increase group ticket sales
 Increase volunteer base
 Create target marketing to create and maintain diverse constituent base
 Increase visibility – relentless prevalence in entire San Gabriel Valley region
 Continue to improve Customer Service beyond all expectations
 Continue to boost Consumer Confidence for broader donor and audience base
 Explore store-front box office
 Develop new friend and fundraising vehicles
III Administrative Management
Some of the most significant changes since the organizational crisis occurred in October 2008
have been implemented in the Administrative Management department of the Pasadena
Symphony Association. After the announcement of financial turmoil, the PSA consulted with
Paul Jan Zdunek, a proven leader with change and crisis management experience. Soon after,
he was offered the position of Chief Executive Officer to assist the PSA with a complete
reorganization. Within five months, Zdunek led a work-out team to produce a Recovery Plan For
A Sustainable Future that created a financially sound organization by September 2010.
Significant Administrative Adjustments 2009:






Since October 2008, the administrative staff had been reduced by over half of its
workforce representing a total administrative compensation savings of 47%.
In February 2009, the administrative staff was completely restructured, both
organizationally and financially, to better serve the Association within a best-practices,
fiscally appropriate and sustainable approach.
In addition to the income items listed above, every expense has been methodically
scrutinized and readjusted to produce a balanced 2009-10 fiscal year budget without the
need to draw from the Endowment fund. This represented an overall expense savings of
30%.
Contractual obligations were renegotiated and resulted in the top leadership of the
Association (Both Music Directors and the Chief Executive Officer) taking a 10% pay cut
with the rest of the staff taking a 5% pay cut – these have remained flat since this
readjustment in 2009
Initiated in December 2008, the PSA continues to escrow funds designated for future
performances or programs; these primarily include ticket sales, sponsorships and other
earmarked funds.
A financial plan was designed to keep current with future invoices while providing a
schedule to honor past-due accounts. A debt correction plan allowed for payments of 5%
per month from May 2009-September 2009 increasing to 10% per month from October
2009-September 2010 on all open balances.
Page 8
Administrative Management Successes: January 2009 – March 2013
 Completed staff reorganization – the right people in the right seats – highly qualified
employees producing daily results
 Adjusted salaries to industry standard for product size/budget
 Improved communications –
o Created Friday Facts - weekly email to all Staff, Board, Musicians, Women’s
Committee and youth orchestra members/families
o E-News – increased open rate average from 18% to 23%
o Internal & External: phone messaging/website renovation/media relations
 Implemented Six-Point Business Mantra:
o No Asshole Rule
o No Drama
o Butts in Seats
o Dollars in the Door
o Return on Investment
o Entrepreneurial Spirit
 Completed $1.2 million back payables plan in January 2011, current on all A/P
 Implemented and successfully executed Recovery Plan For A Sustainable Future vs.
bankruptcy option
 Improved annual scheduling/planning/execution
 Implemented HR online program through Paychex
 Created new Employee Handbook that is compliant with State and Federal laws
 Adjusted PSA’s Federal status - saving 70% in unemployment costs per year
 Significantly improved professional relationship with the City of Pasadena & Mayor
 Implemented financial standardization for legal reporting & compliance
 Successfully implemented new financial software
 Negotiated 75% reduction of current office rent as of 2012
 Significantly improved past and present vendor relationships
 Significantly improved cash flow and financial forecasting
 Realigned expenses to match product / budget size
 Presented three sessions at the California State convention of the Association of
California Symphony Orchestras in summer 2010 in San Francisco
 Hosted California State convention of the Association of California Symphony Orchestras
in summer 2011
 Successfully won bid to make The Los Angeles County Arboretum & Botanical Garden
the Pasadena POPS’ new home in summer 2012
 Successfully negotiated a 4-year orchestra contract with Local 47 – an unprecedented
contract length for the Pasadena Symphony Association
 Selected by Harvard Business School to participate in their Community Partners program
where a team of Harvard Alum assisted the PSA review/adapt its Case Statement and
suggested vehicles to gain market share in the San Gabriel Valley
 Formed new partnership with the Colburn School that allows both organizations’
constituents to experience what each organization has to offer this region
 Further realigned the PSA Administrative Staff – pairing down to a team of seven full time
employees and created a Chief Operating Officer position that oversees marketing,
education & community engagement as well as patron services, allowing Chief Executive
Officer to focus on major gifts, financial & organizational strategy as well as Board
development
 Successfully negotiated early termination of Colorado office lease and completed new
office lease at 2 N Lake that further reduces PSA’s monthly lease expense by an
additional 60% in 2013
Page 9
Opportunities for Improvement: March 2013
 Further improve cash flow and financial forecasting
 Perform analysis of short and long term projects/goals
IV Board Governance
During the initial crisis in October 2008, the Board empowered President Diane Rankin to form
an ad-hoc Reorganization Committee to provide the Association and its new Chief Executive
Officer the ability to act swiftly within the rapidly changing environment. This Recovery Plan For
A Sustainable Future required the Pasadena Symphony Association’s Board of Directors to
develop an organizational structure within a best-practices model.
Significant Board Governance Adjustments 2009:




Along with the Board of Directors and Advisory Board, the Pasadena Symphony
Association governed itself with an Executive Committee, Finance Committee, Investment
Committee, Governance Committee, Development Committee, Personnel Committee and
a Community Engagement Committee.
One of the most vital within the Association, the Development Committee was
comprehensively reconfigured to include individual, corporate, foundation, government,
endowment, planned giving, special events and friend-raising initiatives. Additionally, a
new Governance Committee was formed which expanded the responsibilities of a
nominating committee to identify, support, monitor and counsel all new and returning
Board members resulting in extensive engagement of each.
New Board members must meet the following criteria: Demonstrate a genuine interest in
the goals of the Pasadena Symphony Association and the Arts; Represent an area that
complements the Pasadena Symphony Association’s geographic concentration within the
region; Possess a broad and deep network of professional, community and/or personal
peers and is willing to engage that network in all the Pasadena Symphony Association
offers; Complement a diverse Board of Directors that the Pasadena Symphony
Association strives to balance with age, race, gender, ethnic, geographic and socioeconomic demographics.
As part of the holistic success of the Recovery Plan For A Sustainable Future, the Board
of Directors voted to recommit to their critical role as stewards, legal guardians and
ambassadors of the Pasadena Symphony Association. In doing so, they work in tandem
with the management team to rebuild the Association into an excellent, innovative,
accessible, fiscally responsible and sustainable organization – essential to the Arts and
Cultural life of this entire community.
Page 10
Board Governance Successes: January 2009 - March 2013
 Significantly improved engagement of new and returning Board Directors and Advisors
 Reorganized and redesigned Board committees
 Developed Board Member Qualifications & Expectations document for new and returning
Directors
 Reengaged the Development Committee with two new Vice Presidents for Development
 Appointed new Vice Presidents for Governance and Personnel Committees
 Appointed 17 new Board of Director members and 10 new Advisory Board members
including Pasadena Mayor Bill Bogaard, United States Congresswoman Judy Chu, State
Senator Carol Liu, ABC Chief Meteorologist Dallas Raines and Episcopal Bishop Jon
Bruno
 Moved to Consent Agenda format to better focus the Board on larger discussions of key
issues
 Further revised Board Responsibilities Agreement in 2013 to include a minimum $10,000
give/get goal for each member – a net increase of 300% from 2009
Opportunities for Improvement: March 2013
 Build on Board-assisted fundraising/friend-raising efforts
 Improve Governance Committee’s identification, orientation and oversight of Directors
 Continue to staff and develop current Board committees
 Continue to develop All-Star Board - fill 15+ vacant seats with leaders of significant
networks in San Gabriel Valley region
Page 11