The recent pandemic was a plague to the performing arts industry. KLPAC was crippled by the incessant restrictive movement orders, where theatres were deprived of audiences for over 377 days bringing losses to about RM2,000,000 during that period. Previous studies on tackling these challenges are widely addressed in countries that rely heavily on this industry to preserve traditions. In Malaysia, collective coping strategies across cultural policies in the country is still in its infancy. Decentralisation in the navigation of this predicament compelled such cultural and arts centres to find their own way out in times of uncertainty. Hence, this paper examines the strategies adopted by KLPAC during the pandemic with the hope of extending these sustainable measures across any uncertain times that may occur in the future. The study was guided by John’s Model of Structured Reflection. Interviews were conducted with KLPAC’s management, stakeholders, and audience to explore ad hoc and long-term strategies. Through a focus group discussion, responses were analysed to gauge the efficacy of these suggestions and feedback. The findings of this study indicate the need for a new business model and the necessity to build a resilient arts community through digitalisation.