Tampa Bay Performing Arts Center Inc

“Per the center bylaws, between meetings of the board of trustees on-going oversight of the affairs of the organization may be conducted by the executive committee, the membership of which shall consist of all elected officers, the immediate past chair, chairpersons of standing committees and additional trustees selected by the chair. The executive committee does not have the authority to (a) amend the articles of incorporation; (b) amend, alter, or repeal the bylaws or adopt new bylaws; or (c) fill vacancies of the board. All corporate actions taken by the executive committee is reported to the board at the next scheduled meeting.”

“Chairman bill west and treasurer stanley levy have a business relationship. Chairman bill west and trustee sandy mackinnon have a business relationship. Chairman bill west and secretary kasey shimberg kelly have a business relationship. Trustees catherine l. Straz and keebler j. Straz have a family relationship.”

“The following articles of the center's bylaws were amended in march 2024: article 3 - board of trustees article 4 - meeting of trustees article 5 - officers article 6 - committees article 8 - general provisions notable changes include the following: - article 3 no longer caps the board of trustees, including ex-officio trustees, to a maximum of 64 trustees. The maximum number of trustees shall be determined by the board from time to time. Trustees must also be 18 years of age. - article 5 was amended to include the president (ceo) of the center as an officer of the organization. The article also specifies that the president in this context is not the president of the board and not a voting member of the board.”

“Before form 990 is filed, it is reviewed by the center's finance and audit committees at a scheduled meeting with a highlighted review of the form section by section being done with the controller, cafo and ceo, as applicable. After the finance and audit committees have reviewed the form, the committees will provide: (1) a summary of the highlighted review of the form 990 section by section, along with (2) a final draft of the perspective form 990 for the year being filed to all board members who have voting privileges and (3) a recommendation for motion for approval for the form 990 to be filed as being represented in final draft form. This is done via a board-designated secured website for which passwords are given for protected access. Board members have the opportunity to send in questions and/or their respective approvals. The finance and audit committees will accept and respond to any questions raised by board members. As part of the submitted form 990 presentation to the board, the finance and audit committees will also, based on their review of the form, make necessary recommendations to the board regarding governance, policies, disclosure, etc.”

“Board members and executive staff (ceo, cafo, coo, ccmo/executive producer), and vice presidents, as well as any other senior key or highly compensated employees) on an annual basis are required to: 1) read the conflict of interest and confidentiality policy. 2) sign off on acknowledgment that the policy has been read and received. 3) complete a conflict-of-interest disclosure form. The cafo reviews the completed annual conflict of interest disclosure forms. Any concerns on conflicts are raised to the ceo, chief development officer (staff liaison to the board governance committee) and the board governance committee, as applicable. If any board member or executive or senior staff does not complete the related annual forms, the chief development officer or cafo will address accordingly. Any conflicts that rise pertaining to the cafo are to be routed to the ceo, treasurer and audit committee chair.”

“The chairman of the board in working with the human resources committee (the "committee") has authority to negotiate the ceo compensation with approval by the executive committee and ratification by the board of trustees. The compensation of the ceo's direct reports is established by the ceo and reviewed with the committee on behalf of the board of trustees. The committee engages an independent consulting firm, who will work for the committee to evaluate the organization's executive compensation program against the competitive market on an annual or as needed basis. In addition, utilization of online compensation market tools and studies are used for analysis and evaluation. The evaluation is intended to ensure that the compensation program falls within a reasonable range of competitive practices for comparable positions among similarly situated organizations. Following this review, the committee reviews and approves, for selected key executives, base salaries and annual incentive opportunity adjustments, and objectives and goals for the upcoming year's annual incentive plan. For ceo compensation, the committee meets independent of the ceo to discuss performance relative to the position description as per tbpac's ceo job performance and evaluation model. During these deliberations, the committee may consider input from other board members, staff, professional advisors, grant-recipients, and other informed community leaders. Once a consensus is reached regarding performance, a similar discussion is held concerning compensation relative to annual benchmarks and established objectives. The committee presents its findings and recommendation, in an executive session without the ceo present. The committee chair and/or board chair (a member of the committee) then meets with the ceo, annually, to discuss and document business strengths, opportunities, and goals for the upcoming year. Compensation for the upcoming year is also discussed and documented.”

“The center makes its governing documents and conflict of interest policy available upon request. The center's annual audited consolidated financial statements, annual report to the community and form 990 policy are available on the center's website at www.strazcenter.org/about-us/financials/. Per the center's form 990 policy, the annual form 990 is made available upon request.”

“The tax-exempt purpose of the tampa bay performing arts center is: (a) to promote interest in the study, creation and development of the performing arts and new artistic works. (b) to advance the knowledge and appreciation of the general public locally, nationally, and internationally of the performing arts, specifically drama, music, and dance. (c) to provide and support facilities for the education of the general public in the performing arts and for the performance of arts, drama, dance and music events. (d) to lessen the burdens of government by combating community deterioration by fostering the development in the city of tampa, the county of hillsborough and the tampa bay area of an appreciation of the performing arts by sponsoring cultural presentation, such as plays, musicals and concerts for the general public. (e) to educate the general public of the tampa bay area and beyond by providing and advancing the knowledge and appreciation of the cultural aspects of life such as drama, music, and dance. (f) to arouse and give direction to the cultural life of the tampa bay area and beyond through the promotion of the performing arts. (g) to encourage and promote the performing arts, along with the creation and development of new productions; provided, however, that this organization shall not directly or indirectly benefit private individuals but shall be dedicated to the enhancement of the performing arts in the city of tampa, county of hillsborough, nationally and internationally. (h) to specifically engage in the design, construction, and establishment of a performing arts center to be utilized exclusively for the presentation of cultural artistic performances and events, education of the public on the performing arts, and other endeavors that enhance the culture and quality of life of the general public of the city of tampa, county of hillsborough and beyond. To support the above exempt purpose, the organization's mission statement and operating principles as approved by the board of trustees is as follows: the tampa bay performing arts center's operating principles provide a framework from which the center makes decisions on a day-to-day basis. They serve as the "operating interpretation" of the mission. In carrying out the mission of the tampa bay performing arts center, we will: - make the performing arts available and welcoming to all. - open our facility to local performing arts groups and artists as part of our role in advancing the arts in our community. - educate and develop performing arts groups and artists as part of our role in advancing the arts in our community. - provide leadership and support to the cultural development efforts of the tampa bay region including assistance to community initiatives. - ensure our financial stability and operational efficiency. - engage our staff, board, volunteers, and other supporters of the center as active participants to advance the mission and priorities of the organization. Straz center donors fuel intellectual and artistic growth, as well as the internal growth of the organization itself, making it possible for the straz center to present an array of programming without a similar peer in florida. The organization's vision is: the straz center envisions a world where performing arts centers are fearless champions for artistic innovation and bold story telling.”

“Our future is boundless: as announced in prior years, we continue to work on our campus expansion. Our strategic master plan will transform the straz into a remarkable new gathering place on the riverwalk that is welcoming to all. Construction commenced in march of 2025 and is anticipated to be completed in 2027. Our supporting organization, tampa bay performing arts center foundation, inc., is fundraising for this plan through our boundless campaign which includes two goals: (1) to transform our physical spaces through a master plan that makes the straz an even more vibrant stage for world-class arts and educations; and (2) to strengthen our financial foundation by growing our endowment. Thank you to all our community donors and supporters for contributing to support our straz center and setting a platform for us to build a bigger, brighter, and welcoming future. Your commitment to our mission allows us to bring arts education and enjoyment to the tampa bay area.”

“Change in value of beneficial interest 6,094.”

“The audit committee assumes responsibility for selection of the independent cpa and oversight of the financial statement audit. The audit committee chair works with the management team to identify potential firms. The audit chair, cafo, and finance directors interview the nominee cpa firms and recommends a firm to the audit committee for approval. The audit committee motions for approval and advises the executive committee of the board. The audit committee holds quarterly executive sessions with the auditors and reviews the annual audit plan, audited financial statements, and management communications with the external auditors.”