“The center has to be more connected to the broader arts community,” said solomon. “There was a sense that, over time, the AWC became an island of its own, not intentionally, but it evolved that way. AWC 2.0 needs to be more integrated and be part of the arts ecology of the city.”
Another problem with the old model was the center was only open at night.
Solomon said another of their tasks is trying to find a way to make these artistic and programming conversations part of the legal conversation about who will own the building. Her board is in essence a creation of the foundation consortium vying for control of the center and would only continue to function if the foundations win their legal battle with tentatively approved buyer 980 Liberty Partners, which would erect a hotel on the property.
Udin said that process is vital.
“We are here to establish that we stand for a fully functioning Arts Center, not a tenant in someone’s hotel,” he said.
Though the foundations envision a second board that would carry out the center’s financial responsibilities and maintain the building. That board has yet to be empanelled. A detailed business and revenue plan has not been completed either.
Solomon said the programming should define the business plan.
“You have to know what you’re selling and to whom you’re selling it first,” she said.
Heinz Endowments President and CEO Grant Oliphant said he is focused on “good players with good skills.”
“Our course over the next month will be lining up the facilities resources financial management expertise that the board will need,” he said.
(Send comments to cmorrow@newpittsburghcourier.com.)
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