20-60% - Jenniffer Santos Hernández

Thursday, September 29, 2005
www.philly.com
THE PHILADELPHIA INQUIRER
B
E5
Orchestra enjoys symphony of good fiscal news
ORCHESTRA from E1
“It’s great when the sun, the
moon and the stars align,” said
Elizabeth Warshawer, the orchestra’s interim executive director.
But for the orchestra, which
ran a $4.3 million deficit for fiscal year 2004, this year’s happy
results are more than a matter
of pride. Two recent benefactors — Leonore Annenberg,
who gave $50 million, and Joseph Neubauer, who gave $10
million — stipulated that the orchestra run a balanced budget.
Pending an audit, the orchestra’s figures for last fiscal year,
which ended Aug. 31, show less
than a $100,000 deficit on a
$37.6 million budget — a small trends, going up 24 percent
fraction of 1 percent.
from the previous year.
“It’s certainly within the conThe orchestra has balanced
ditions of the Neuits budget at other
bauer and Annenpoints in recent
Fund-raising
berg grants,” Waryears, 1999 and
has been
shawer said.
2000, but only beOrchestra fundcause of unexpectparticularly
raising has been
ed large bequests.
successful in
particularly sucThis year’s essencessful in the last
tially balanced budthe
last
year,
year, says developget, however, did
with annual
ment vice president
not benefit from unJulie Díaz. About
bequests
giving up 22 expected
$22 million was
(though there were
percent.
raised for endowsome smaller exment. Annual givpected ones).
ing was up 22 percent over the
“It didn’t happen by luck,”
previous year. And corporate Warshawer said. “This is signifisponsorship bucked recent cant because all of the constitu-
ent groups of the orchestra
worked together to ensure that
we achieve a balanced budget.
This was everything from the
way the musicians controlled expenses and earned new sources
of revenue, to the way the staff
controlled expenses, to the way
the board and volunteers raised
additional endowment and annual funds. … ”
The size of the organization’s
budget shrank a bit, to $37.6 million from $38.7 million.
The orchestra, which held its
annual meeting Tuesday, has
hired the Boston search firm
Isaacson, Miller to help identify
a new executive director-president.
The firm is helping to formulate a job description, and the
orchestra hopes to hold interviews with candidates by the
end of the year, Warshawer said.
Music director Christoph
Eschenbach has already been
consulted by the search firm,
she said.
Also on Tuesday the orchestra
board elected Harold A. Sorgenti its next chairman as of January, succeeding chairman Richard L. Smoot, who has held the
additional title of chief executive officer.
The orchestra’s bump-up in attendance after the arrival of Eschenbach and the opening of its new
concert hall in the Kimmel Center
in 2001 has leveled off, said orchestra marketing chief J. Edward Cambron. For the orchestra’s 96 subscription concerts between September and May, paid
capacity was 89.2 percent — not a
significant change from last season’s 90 percent.
Attendance at the Mann Center was down significantly, however.
“All in all, we’re pleased that
we’re just shy of 90 percent,”
Cambron said.
Contact music critic Peter Dobrin
at 215-854-5611 or
[email protected]. Read his
recent work at
http://go.philly.com/peterdobrin.
Disaster researchers study ingenuity
DISASTER from E1
gory 5 hurricanes to small-town
chemical spills.
For four decades, the center
has sent personnel to about 600
disaster scenes worldwide, examining on-the-spot reactions
of emergency teams and gathering of-the-moment accounts of
survivors and rescuers.
The aim is to conduct a forensic examination of a disaster —
last week the DRC dispatched
teams to Mississippi and Louisiana — then use the findings to
figure out how to do things better.
“You talk to the cop and you
talk to the fireman and you talk
to the guy in the ambulance,”
says center director Havidan
Rodriguez. “You want a comprehensive overview of what happened.”
The agency publishes its studies in academic journals, but
also gives them to disaster managers, mayors and governors,
helping to shape their thinking
and budget priorities.
Over the years, the center has
drawn funding from agencies
ranging from the CIA in Washington to the Board of Mental
Health in Clinton County, Ohio,
and looked at many issues including panic behavior and the
handling of the dead. At the moment it’s running more than a
dozen studies.
For instance, the DRC is examining how people in the Mexican states of Veracruz and Puebla use local customs and practices — “ethno-knowledge” — to
stay safe during floods.
It’s conducting surveys in Oakland, Calif., to find out how people decide when the risk of living in an earthquake zone becomes unacceptable.
It’s analyzing how businesses
return to profitability — or
don’t — in the years after a disaster, studying trends in Florida communities wrecked by
Hurricane Andrew.
“We try,” Rodriguez says, “to
generate real-world answers.”
¢
Russell Dynes’ phone won’t
stop ringing, as reporters call to
ask him about the flood.
No, not the flood in New Orleans, he says. The big one —
the flood that landed Noah and
his ark on a mountaintop.
He’s old enough to remember
it, he chuckles.
Actually, Dynes is a young 81,
and for half a century he has
studied how governments and
agencies respond to disaster.
ROSE HOWERTER / Inquirer Suburban Staff
Havidan Rodriguez, director of the Disaster Research Center, talks
about field research in India and Sri Lanka after the tsunami.
When he started at Ohio State
University in the late 1950s, he
couldn’t find anybody else interested.
That changed in 1962.
That October, America was
threatened, not by rising waters
but by rising tensions: As the
United States and Soviet Union
faced off over nuclear missiles
in Cuba, the prospect of atomic
war became terrifyingly real.
Not long afterward, Dynes
says, the federal government
came calling. Money flowed,
and in 1963 Dynes cofounded
the DRC at Ohio State. It moved
to Delaware in 1985.
From the outset, Dynes wanted to put researchers on the
ground as disasters unfolded.
In 1965, Dynes arrived in Louisiana not long after Hurricane
Betsy killed 76 people and flooded New Orleans.
What did he discover? For
one thing, the city had located
its emergency command post in
an underground bunker. It flooded almost immediately.
In retrospect, it seems obvious, Dynes says, but at the time
it was a lesson learned: Put
your command center on higher ground.
¢
Here’s what intrigues Tricia
Wachtendorf:
That when the Red River
threatened to flood Winnipeg in
1997, workers managed to build
a city-saving dike out of whatever they could find, including old
school buses.
That amidst Hurricane Katrina, people in New Orleans managed to turn an airport into a
makeshift hospital, and a bus
station into a jail.
“The very nature of a disaster
will produce circumstances that
are unexpected, and need to be
improvised,” says Wachtendorf,
a DRC assistant professor.
That’s not necessarily a bad
thing, she adds. The intense,
even life-threatening demands
of a disaster tend to breed a
particular strain of innovation.
Wachtendorf studies how
those improvisations happen.
The information, she says, can
be used to create more flexible,
functional disaster plans — and
disaster planners.
For spontaneity to occur, she
suggests, managers must create
an environment where it can occur.
It’s trickier than it sounds. In
a crisis, people can cling to a
written plan as if it were law,
even when changing conditions
dictate that it be discarded.
Wachtendorf is examining a
fascinating bit of improvisation
seen on Sept. 11: the waterborne evacuation of lower Manhattan.
After the towers fell, fleeing
office workers began gathering
on docks along the Hudson River. Unbidden, private boat owners began going to get them.
The rescues presented logistical and safety problems — but
the Coast Guard quickly recog-
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nized the value of the growing
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No one anticipated it. It just
happened.
Exactly how it occurred, and
why — and how innovation can
be encouraged the next time a
building falls or flood waters
rise — is what Wachtendorf
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PAUL CLINTON, CNN
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Whatever happened to Harvey,
Contact columnist Michael Klein
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[email protected]. Read his
recent work at
http://go.philly.com/michaelklein.
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*C146*
Briefly noted
longtime morning man on
WIOQ-FM (102.1) and WMGKFM (102.9), who’s been off
Philly radio since 1995? He’s
worked behind the scenes for
Philly’s Banyan Productions for
some time (where, he notes ruefully, his coworkers’ parents remember him). He’s starting his
first full season as executive
producer of Trading Spaces:
Boys vs. Girls. The season, carried on NBC Saturdays as part
of Discovery Kids on NBC, will
premiere at 11 a.m. Saturday.
Rapper 50 Cent has settled his
$1 million federal lawsuit
against Gary Barbera Enterprises. Mr. Cent, born Curtis Jackson,
accused the Dodge dealer last
month of using his likeness
without permission in newspaper ads. Terms of the settlement were not disclosed in
court records.
Meanwhile, Barbera still faces a copyright-infringement suit
by Snoop Dogg.
Contact staff writer Jeff Gammage
at 215-854-2810 or
[email protected].
“THE OSCAR FOR THIS YEAR’S
ANIMATED FEATURE BELONGS RIGHT HERE .”
Harvey, the radio man,
now is in TV production
INQLINGS from E4
ter-of-fine-arts theater program —
with a role in Dancing at Lughnasa also in the wings — when
she had to evacuate because of
Hurricane Katrina.
She relocated to Philly and was
accepted into Temple U’s MFA
program. On her first day, she ran
into Peter Reynolds, who’s directing Stephen Sondheim’s Company.
After she told him she’s a soprano, he asked her to audition to
replace an ensemble member
who had to withdraw because of a
scheduling conflict.
With only a couple of minutes
to warm up, she nailed the audition.
Her family lives here, so she
is expecting a big cheering section for the run, next Thursday
through Oct. 15 at Temple’s Tomlinson Theater.
Although she’d been in New
Orleans a little more than a
year, this was her third hurricane evacuation: Ivan (2004),
Dennis (July), and then Katrina.
“I’ve gotten really good at evacuating,” she says.
wants to know more about.
In a larger sense, the answers
she seeks are the ones sought
by the full DRC staff: How do
you build predictability into the
unpredictable?
C146
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