a funding ebb. "Ferriso's accomplishments are more varied than those of John Buchanan, Ferriso's predecessor. In Buchanan's nearly 12 years leading the museum, he concentrated solely on raising funds to expand the museum, says Bill Foster, director of the Northwest Film Center, which is inside the museum and was incorporated into it as an entity in 1978. Under Buchanan, the museum's primary directives were to expand its physical campus and heighten its profile through blockbuster shows. $125,000,000 was raised for three expansions. But core fundamentals like the education department remained of peripheral interest. By the time Buchanan left in 2006 for a job in San Francisco, the museum had roared through $20 million in a line of credit to Bank of America. The debt has cost the museum several hundred thousand dollars in annual interest payments alone.
funds to invest in operations. " Those funds, he says, would have been extraordinarily helpful during the recent recession, which forced budget cuts, limited donations and cut endowment returns. In Ferriso's first year as director, fiscal year 2007, for example, the museum's budget was $21. 8 million. Now it's $13. 5 million. Adidas Gazelle Ladies Trainers Buchanan's critics blame him and his wife, Lucy, who served as the museum's development director, for a lack of administrative Adidas Gazelle Night Indigo
The museum has settled into what it does best. And it's all come together during the past three years of Adidas Originals Gazelle Indoor Trainers - Neo White
Jim Winkler, a longtime museum patron and its next board chairman, says that if not for those interest payments, "we would have had more Womens Adidas Dark Grey Gazelle Og Ii Trainers
oversight, concealing the full extent of the museum's financial troubles and bad internal morale. But Ferriso won't jump into .
LeaderYour VideosBack to Main MenuThe StumpEditorialsLetters to the EditorMy OregonOpEdElizabeth HovdeDavid SarasohnRandy Rasmussen/The OregonianBrian Ferriso in his office at the Portland Art MuseumWhen Brian Ferriso became executive director of the Portland Art Museum, one of his first tasks was to move his desk from its window facing view to a position where it would directly face his office door. Ferriso did not want to be caught off guard by surprise visitors. It was a small but consequential shift in design that also happens to typify the Ferriso administration as a whole: There are few, if any, surprises catching the museum off guard these days. Ferriso's fifth anniversary at the helm was Oct. 23. By most accounts, local art observers say, the museum is a more fundamentally sound institution than it was in 2006 when Ferriso became director: It was then $20 million in debt and had virtually no sense of administrative governance. Under Ferriso's guidance, the museum has not merely avoided falling deeper into turmoil it has also crafted a solid identity. From programming and education to transparency and fiscal responsibility, the museum is a stronger institution with a better and still growing relationship with the community. "Brian's what an older brother would be," says Jeffrey Thomas, director of the Museum of Contemporary Craft. "He's sturdy, constant, affable.
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