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Annual Report 2008-09

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Annual Report 2008-09 SCOTTSDALE CULTURAL COUNCIL ANNUAL REPORT 2008-09 Scottsdale Center for the Performing Arts Scottsdale Museum of Contemporary Art Scottsdale Public Art Program 2008-09 SCOTTSDALE CULTURAL COUNCIL ANNUAL REPORT Highlighting the accomplishments of the fi scal year from July 1, 2008, through June 30, 2009 CONTENTS The Year in Review 2 Statements of Financial Position and Activities 4 Attendance 6 Performance Measures 8 Community Arts Grants 12 Scottsdale Center for the Performing Arts 14 Scottsdale Museum of Contemporary Art 22 Scottsdale Public Art 37 Boards and Staff 43 Members and Donors 45 Scottsdale Cultural Council 2008-09 Annual Report ■ 1 THE YEAR IN REVIEW It almost goes without saying that the Scottsdale Cultural Our award-winning Scottsdale Public Art Program also Council’s 2008–09 fi scal year was unprecedented and experienced a stellar year. Highlights included the a challenging time by any standard. Yet, the results and important and magnifi cent Institute for Figuring’s (IFF) accomplishments of that year were remarkable and Hyperbolic Crochet Coral Reef. More than 1,000 people underscored by fundamental institutional changes that will from across the Valley and beyond joined together to learn shape the future of the organization. how to crochet and create the Scottsdale Crochet Coral Reef, the largest single-community contribution to this By the time the fi scal year began on July 1, 2008, the extraordinary project to date. A portion of the Scottsdale renovation of Scottsdale Center for the Performing Arts Reef will travel with the IFF’s reef on an international tour. was well underway. In August, Kathy Hotchner and Susan Night Lights on the Canal and Beautiful Light attracted Krane, directors of the Center and Scottsdale Museum more than 10,000 to the new Scottsdale Waterfront. Next of Contemporary Art (SMoCA), respectively, announced fall, Beautiful Light will travel to Toronto to be the signature their departures, vacating two senior and vital positions. artwork in the prestigious Nuit Blanche festival – the largest Concurrently, it became apparent to all that the ensuing art event in North America. economic downturn would be far worse than any of us had anticipated. In accordance with the Cultural Council’s new 20-year contract with the City of Scottsdale, a new strategic plan An additional grant of $1.25 million from the City of was completed and adopted by the board of trustees in Scottsdale was invaluable in helping to sustain the Cultural November. Many of the initiatives of the plan could not be Council and to balance its fi nances during the renovation implemented immediately because of the deteriorating while program offerings were greatly reduced. Additionally, business environment. Nevertheless, efforts began to signifi cant mid-year expenditure reductions, including the institute greater programmatic integration among elimination of eight full-time positions, helped to end the our operating divisions, to create a more centralized year with balanced fi nancial results. governance structure and to establish high-visibility destination events as part of our regular offerings. In the fall, the Cultural Council launched national searches to fi ll the vacated operating-division directorships and In the area of development, the Virginia G. Piper Charitable named Barbara Meyerson as interim director of SMoCA. Trust awarded a $350,000 grant to upgrade the technology The Center’s 2008–09 season was appropriately named infrastructure of our entire organization. Work on this began “Detour,” refl ecting an array of programs presented at immediately, and these efforts were also coordinated various locations throughout the Valley. An intense patron- with the theater renovation to ensure that state-of-the-art and donor-retention campaign became part of the technology would be embedded in the renovated facility. Detour Season as efforts were made at every turn to urge constituents to continue availing themselves of all of the In the spring, Jeffrey Babcock was named artistic director Center’s rich offerings. These efforts were more successful of the Center and a vice president of the Cultural Council. than expected and inspired praise and appreciation from A fi rst search for a SMoCA director was not successful, and patrons and donors. a second search was launched in late spring. 2 ■ Scottsdale Cultural Council 2008-09 Annual Report The year ended with concerted efforts to plan a successful reopening of the Center’s Virginia G. Piper Theater and a season of programs that will showcase its new capabilities. In this respect, I wish to recognize the outstanding commitment of our management and staff, which held together during an extraordinarily challenging period. Their commitment to the Cultural Council’s ideals and goal of presenting quality and innovative arts and cultural experiences to the citizens and visitors of Scottsdale never wavered. I also thank our donors and patrons for patiently staying with us during a year of limited operations. Their loyalty will be generously rewarded by the vastly superior experiences to come in the new Virginia G. Piper Theater. Dr. William H. Banchs President and Chief Executive Offi cer Scottsdale Cultural Council Architect's renderings of the new Virginia G. Piper Theater and atrium. Courtesy of John Douglas. SCOTTSDALE CULTURAL COUNCIL VISION STATEMENT MISSION STATEMENT The Scottsdale Cultural Council will become the premier 360° Arts multi-arts organization in the state of Arizona; ensure innovation and leadership in the arts; and nurture a strong, Create diverse arts experiences that engage the vibrant and vital arts community where people desire to community by: live, work and visit. ■ developing new and exciting cultural initiatives for our community; ■ encouraging the active participation and cooperation of government, business, education and the private sector; ■ providing quality management, fundraising and fi nancial services to our operating divisions and other arts organizations desiring our services. Scottsdale Cultural Council 2008-09 Annual Report ■ 3 STATEMENT OF FINANCIAL POSITION 2009 2008 ASSETS Cash $ 408,419 $ 428,921 Money-Market Fund 754,977 278,130 Total Cash & Cash Equivalents 1,163,396 707,051 Accounts Receivable 274,992 257,815 Promises to Give, Current Portion 721,164 858,295 Inventory 84,943 123,566 Prepaid Expenses 50,968 94,026 Total Current Assets 2,295,463 2,040,753 Promises to Give, Net of Current Portion & Allowance 68,129 268,927 Investments 4,138,162 5,259,428 Assets Held Under Split-Interest Agreement 83,074 106,159 Property & Equipment, Net 1,607,093 1,835,361 Other Assets 20,246 32,746 Total Assets $8,212,167 $9,543,374 LIABILITIES Accounts Payable 311,847 291,258 Accrued Pension 147,488 136,094 Other Accrued Expenses 37,757 38,374 Deferred Revenue 173,440 267,836 Liability Under Split-Interest Agreement 8,600 8,600 Current Portion of Capital Lease - 26,401 Total Current Liabilities 679,132 768,563 Liability Under Split-Interest Agreement 3,744 12,344 Capital Lease (Less Current Portion) 0 0 Total Liabilities 682,876 780,907 NET ASSETS Unallocated Unrestricted Net Assets 470,953 1,765,735 Allocated Unrestricted Net Assets General Reserves 323,108 15,116 Board-Designated Endowment 522,504 643,406 Total Unrestricted Net Assets 3,713,423 2,424,257 Temporarily Restricted 1,144,336 979,057 Permanently Restricted 4,845,849 5,359,153 Total Net Assets 9,703,608 8,762,467 Total Liabilities and Net Assets $ 10,386,484 $ 9,543,374 4 ■ Scottsdale Cultural Council 2008-09 Annual Report STATEMENT OF ACTIVITIES REVENUES TEMPORARILY PERMANENTLY UNRESTRICTED 2009 2008 & SUPPORT RESTRICTED RESTRICTED Earned Revenue $ 2,029,647 ------ ------ $ 2,029,647 $ 3,341,044 Contract – 6,462,249 ------ ------ 6,462,249 5,244,746 City of Scottsdale Contributions 1,256,447 626,616 235,175 2,118,238 3,493,245 Investment Earnings (906,325) — — (906,325) (383,439) Change in Value of (14,485) — — (14,485) (17,945) Split-Interest Agreement Other Income 10,567 — — 10,567 20 Net Assets Released 987,275 (987,275) — — — from Restrictions 9,825,375 (360,659) 235,175 9,699,891 10,699,817 Special-Event Income 314,064 — — 314,064 309,924 Less: Direct Benefi t 132,418 — — 132,418 168,293 to Donors Retail Sales 312,485 — — 312,485 469,853 Less: Cost of Sales 161,212 — — 161,212 207,798 Total Revenues 10,158,294 (360,659) 235,175 10,032,810 11,103,503 and Support EXPENSES Program & 6,979,846 — — 6,979,846 7,829,649 Center Services Support Services Administrative 2,919,338 — — 2,919,338 3,083,779 Special Events & 1,366,802 — — 1,366,802 1,052,445 Development Total Expenses 11,265,986 — — — — Change in Net Assets (1,107,692) (360,659) 235,175 (1,233,176) (941,141) Net Assets 2,424,257 979,057 5,359,153 8,762,467 9,703,608 (Beginning of Year) Reclass of Net Assets 0 29,544 (29,544) ------ ------ Net Assets $ 1,316,565 $ 647,942 $ 5,564,784 $ $7,529,291 $ $8,762,467 (End of Year) Scottsdale Cultural Council 2008-09 Annual Report ■ 5 ATTENDANCE 2008-09 2007-08 No. of Attendance No. of Attendance Events Events SCOTTSDALE CENTER for the PERFORMING ARTS Performances & Events Virginia G. Piper Theater 0 0 65 37,596 Amphitheater 4 3,051 2 2,532 Stage 2 124 7,109 67 4,222 Theater 4301 102 15,131 48 8,913 Scottsdale Arts Festival 1 24,670 1 23,603 Sunday A’ Fair 10 37,690 10 32,742 Other Venues 23 12,399 10 638 Sub-Total 264 100,050 203 110,246 Education Programs School Performance 21 14,154 27 18,455 Artist Lectures 0 0 7 231 Artist Residencies 32 358 200 2,976 Celebration of the Arts 1 665 1 500 Cool Kids Camp 15 795 15 664 Cultural Connections 129 4,286 116 3,370 Master Classes 0 0 7 239 Arizona Wolf Trap 988 16,466 1,050 27,444 Workshops 71 1,791 50 1,481 Sub-Total 1,257 38,515 1,473 55,360 Co-Sponsored Events Native Trails 18 5,008 29 6,622 (Artistic) Virginia G.
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