Sarasota Opera Association, Inc.
61 North Pineapple Avenue
Sarasota FL 34236
Sarasota Opera's mission is to produce world-class opera true to the vision of the composer to entertain, enrich, and educate communities in southwest Florida, as well as patrons from across the state and around the world.
CEO/Executive Director Mr. Richard Russell
Board Chair Mr. Murray Bring
Board Chair Affiliation Retired
General Info
Former Names
Asolo Opera Guild
Tax Exempt Status Public Supported Charity
Incorporation Year 1961
State Charitable Solicitations Permit Yes Oct 2018
State Registration Yes 0
Financial Summary
Note: Revenue includes the value of in-kind contributions/donations
IRS Letter of Determination
IRS Letter of Tax Exempt StatusView
Impact Statement
Needs Statement
Artistic Resource Development
Growth of the income is outpaced each year by the needs of the artistic and production functions of the Company.  For example the needs and costs for mounting new productions as well as keeping pace with increased seasonal housing costs and travel for our performers occurs each year.   
Youth Opera
Supporting these programs and being able to provide scholarships and financial assistance for at risk children is a constant need.
In every area from website development to hardware to social media, there are significant needs.
With the Opera Complex encompassing 85,000 square feet and a new 30 unit apartment complex, there are many needs.  In the Opera Complex, a good portion of which is 90 years old, is in need of more efficient systems. There is a lack of office space and some maintenance has been deferred. A new roof for the artists wing of the opera house is will be needed during the 2018 calendar year.  Furnishings and ensuring the integrity of the complex are always needs.
Background Statement
Sarasota Opera was founded in 1958 as the Asolo Opera Guild, to present the Turnau Opera Company, a touring organization at the historic Asolo Theatre on the grounds of the Ringling Museum. Within a few years, the company was mounting it's own production featuring promising young singers along with experienced artists in the intimate venue with two piano or chamber orchestra accompaniment.
In 1979 the company was told that Asolo Theatre would no longer be available and a defunct movie house, originally called the Edwards Theatre, built in 1926, was purchased and renovation began. By 1983 the building was in usable enough form to open with a production of Tchaikovsky's Eugene Onegin, for the first time with full orchestra. The company was renamed Sarasota Opera and the theater was renamed the Sarasota Opera House.
Since then the company has grown by leaps and bounds. It's world-famous "Verdi Cycle" was launched in 1989 and on March 21st, 2016, Sarasota Opera became the only opera company in the world to  have performed every note written by Italy's greatest opera composer Giuseppe Verdi. Other notable programming initiatives include the Sarasota Firsts Series and the Opera Lover's Weeken where opera lovers from across the globe can see four different operas in one weekend during the height of our Winter Festival. 
The company also runs the unique Sarasota Youth Opera. A year-round program design for young people from 8-18 to participate in the operatic process. Members take part in the making of each opera complete with professional staging, costumes, lighting, sound and orchestral accompaniment.  
In 2007-2008 the Sarasota Opera House underwent a $20 million renovation and restoration, designed to restore much of the buildings historic beauty and create a venue for opera for the 21st century. Musical America has called the Sarasota Opera house "one of the finest venues for opera in America."
Sarasota Opera's audiences come from the greater Sarasota/Manatee County area, as well as from further afield in Florida. It is also an attractive destination for opera lovers from around the world, drawn by its interesting mix of repertoire and the high quality of Sarasota Opera's performances.
Areas Served
Areas Served
FL- DeSoto
FL- Hillsborough
FL- Lee
FL- Manatee
FL- Sarasota
Areas Served Comments Roughly one-third of Sarasota Opera's audience is from a four-county area on the FL Suncoast, one-third from elsewhere in FL, and one-third from other states and internationally.
Service Categories
Primary Org Type Arts,Culture & Humanities
Secondary Org Type
Tertiary Org Type
Statement from the Board Chair/Board President
Statement from the CEO/Executive Director
Sarasota Opera has had an extraordinary impact on Sarasota and the arts community.Over the past 50 years it has grown from a small community-based arts organization to an internationally respected producer of opera. Our commitment to perform the entire canon of works by composer Giuseppe Verdi is an achievement unequaled in the industry. The  Sarasota Youth Opera is unique in the opera world in giving the opportunity to young singers (8-18) to perform operatic works that are written to suit that age group. We have also made a commitment to expand that repertoire by commissioning new works, which includes Little Nemo in Slumberland premiered in 2012 to great acclaim. Sarasota Youth Opera's next world premiere, Rootabaga Country by Rachel J. Peters will be the sixth commissioned by Sarasota Opera and was performed in the fall of 2017.  
The Sarasota Opera Apprentice Program is one of the leading training programs in the industry. Artists from Sarasota Opera have gone on to sing in the world's greatest opera houses including the Metropolitan Opera, the Royal Opera House in London, and Milan's Teatro alla Scala.
Sarasota Opera has also had a substantial economic impact on the Sarasota Community. The 1979 purchase of the defunct Edwards Theater, which was turned into the Sarasota Opera House, helped spur a revival in downtown Sarasota. Sarasota Opera regularly draws tourists from around Florida, the United States, and the world to Sarasota through the high quality of our performances and diversity of our repertoire.

Sarasota Youth Opera (SYO) is a priority commitment of Sarasota Opera, and is committed to producing each year a fully-staged opera specifically commissioned for young voices. Since the program began in 1984, nearly 2,000 young people have been SYO members. No interested child is ever turned away, regardless of experience or finances and is open to all local children ages 8-18, a third of whom participate with scholarship assistance. Youth Opera participation has nearly doubled over the past two seasons requiring increased fundraising. Youth Opera members also appear as the children’s choruses in main stage productions. The SYO production for 2017-18 will be Rootabaga Country a commissioned work by Rachel J. Peters which is an adaptation of selections from Carl Sandburg's 1922 book Rootabaga Stories. The Youth Opera program is working on the launch of two community satellite programs in Newtown and Lakewood Ranch. The purpose of these programs will be to address transportation issues that have prevented children in these communities from participating in our programs.  

Budget $342,203
Category Arts, Culture & Humanities, General/Other Opera
Program Linked to Organizational Strategy Yes
Population Served K-12 (5-19 years) General/Unspecified General/Unspecified
Short Term Success An inclusive program providing vocal training, music education and performance (concert and production) opportunities, Youth Opera measures annual success in terms of both student skill enhancement and student satisfaction. Over 95% of participants annually indicate satisfaction with the program calling it the “best singing program” and “most professional program in town”, noting the chance to “sing in different languages” and “meeting new friends” as highlights. Parents state that Youth Opera has proven to be a tool for student learning not only about music, but also history, language, literature, civics, and fundamental teamwork. It is estimated that each chorus member receives the equivalent of over 200 hours of instruction in music history & culture, voice, & foreign languages. The Program’s continuing popularity demonstrates that children of all ages, regardless of ethnic or economic background, can discover the joy of opera while improving their overall education.
Long Term Success

The vision for Youth Opera Programs is simple: to build pathways for progression in music so that all young people, whatever their background or abilities, have access to a rich and diverse range of musical experiences. The Programs seek to create opportunities for young people to pursue their interest wherever it takes them and to develop their talents to the full. For some, the guidance and support they receive through these programs will not only lead to a passion for music which will last throughout their lives, but also serve as the foundation for developing the next generation of appreciative opera-goers.

Program Success Monitoring

Individual and program success is measured through student and parent satisfaction surveys, staff observation, and mid and end-of-session assessments that measure singers’ music proficiency against standards in pitchmemorization (when applicable), and language, as well as the ability to project expressivity and physical involvement. Assessments are used only to help structure rehearsals and to provide each singer with the individual help they need to meet specific individual performance goals. Parent feedback is used to assess not only program satisfaction, but also to ascertain positive behavior and attitude changes that link to their child’s Chorus participation. A final assessment is in the form of actual performances in which each singer applies his/her learned skills in an audience environment.

Program Success Examples Sarasota Opera is committed to ongoing efforts to expand the repertoire of works written for young voices. As one of only a handful of organizations in the country that perform works designed especially for young people to perform, the company has produced a total of 22 different Youth Opera productions since 1986. We are eagerly anticipating the World Premiere production ofLittle Nemo in Slumberland in November 2012. The commissioned work, by renowned composer Daron Aric Hagen with libretto by J.D. McClatchy, is based on serial art pioneer Winsor McCay’s comic strip Little Nemo in Slumberland (1905-1914) that details the dream world of its young title character. The opera, written by a highly sought after contemporary composer and librettist, incorporates brand new technology on subject matter that celebrates creativity and imagination. Little Nemo in Slumberland is the fifth opera specifically commissioned by Sarasota Opera for our Youth Opera program.
Description Sarasota Opera’s Apprentice & Studio Artist Program has earned a reputation as one of the top training programs in the country. As one of the few “regular season” programs, its participants—who are selected through a nation-wide audition process—are immersed in performances, participating in each of the season’s four operas which run in repertory during February and March. Apprentice Artists, typically at the beginning their careers, are either currently enrolled in or recently graduated from conservatory or university music programs. They serve as the core of the opera chorus and produce a fully staged program of opera scenes each year. Studio Artists are more experienced singers who have already performed with professional opera companies and exhibit strong potential for a successful professional career. During the season these singers understudy all of the principle roles, frequently sing supporting roles, and are featured in outreach concerts throughout the community.
Budget $307,574
Category Arts, Culture & Humanities, General/Other Opera
Program Linked to Organizational Strategy Yes
Population Served Adults
Short Term Success Not only do the Apprentice and Studio Artists Programs support artists’ professional development, this organizational capacity allows us to expand opportunities for children and families and create increased access for residents and visitors to participate fully in the arts. Performing in productions is only part of the picture for our singers: they play an important role in the Opera’s outreach programs. Taking opera out of the Opera House and into the community, they perform many off-site concerts and lead workshops in local schools and colleges. During a typical performance season, singers engage a diverse audience at over 25 community events, spread over three counties (Manatee, Sarasota, Charlotte) serving an audience of almost 12,000.
Long Term Success The Apprentice Artists Program is marked by its longevity - now in its 28th year, it has fostered the careers of over 500 singers – as well as its competitive entry: only 24 of the over 350 singers who audition annually are accepted into the program. The Studio Artists Program, of similar pedigree, was designed to solve a unique problem associated with the Opera’s artistic initiatives e.g. the Verdi Cycle that saw production of rarely performed works.  What would we do in the event a principal singer could not perform, as finding a replacement singer who knew the part (compared to well-known/popular repertoire) would be virtually impossible? The Studio Artist program, created in part to solve that problem, has served this function admirably, allowing the company to produce truly rare opera while also offering singers the opportunity to become associated with distinctive works.
Program Success Monitoring

Sarasota Opera’s professional staff tracks and measures the program’s progress using a variety of methods including observation and feedback from artistic staff, other singers, visiting artists and critics. Measures for Apprentice and Studio Artists Programs include:

§ Assessing participants’ improved vocal and dramatic skills, stage presence, knowledge, and confidence

§ Critical reviews of productions and Studio and Apprentice individual performances

§ Professional staff observational assessment of singers during and after master classes and coachings to assess how they apply the instruction in rehearsals and performances, looking for improvements

§ Number of Apprentice Artists invited to  perform at other opera companies (and which companies) after attending Sarasota Opera’s program

§ The company’s Artistic staff identifies up to ten (10) exceptional singers annually for coveted scholarships and/or special awards.

Program Success Examples Of the almost 200 presenting companies in theUnited States, 81 or 40% have training programs for emerging talented singers. OperaAmerica, our industry’s service organization, reports that of the 113 currently presenting member opera companies, 53 or 47% have training programs.  However, Sarasota Opera’s program, with its focus on emerging American talent, is one of the very few offered during the winter season, and even rarer, one that provides opportunities for immersion in four operas performed in repertory during a three-month time period. Several “graduates” of Sarasota Opera’s Artist Programs have gone on to sing on the great world stages – the Met, La Scala, Sydney (Australia), Glyndebourne. An even greater number have transitioned from their foundation in opera performance here to become successful artistic directors, administrators and even general directors at other companies.
Description Part of Sarasota Opera’s mission statement is to “entertain, enrich, and educate our communities,” and the leadership of the company takes this very seriously.  Sarasota Opera’s reach into the community goes far outside the walls of the opera house.  In addition to providing students free seats at select dress rehearsals, each year the company embarks on a mission of outreach and education to area schools, clubs, social organizations and retirement communities.  These free performances by Sarasota Opera artists reach beyond cultural, ethnic and socioeconomic boundaries on the belief that opera benefits everyone and should be made accessible to the broader public.
Budget $700
Category Education, General/Other
Program Linked to Organizational Strategy Yes
Population Served K-12 (5-19 years) Adults General/Unspecified
Short Term Success Outreach and Education activities are designed to de-mystify opera’s music and traditions for a diverse audience and typically serve over 14,500 individuals annually. Performances team two or more professional singers and a piano accompanist to perform at least 25 concerts annually. Singers perform at the invitation of host organizations at venues throughout three counties. Community Concerts on site at the Opera House take place in the lobby and include, as do all community performances, introductions by the singers to the story and context of the selections. Other Community Concerts take place in public venues e.g. Martin Luther King Day in Sarasota and in Newtown, and at Lakewood Ranch Arts Day in the Fall. Year-round Music Education Workshops, scheduled and broadly publicized, utilize trained volunteers, partner organization experts and Opera staff to provide information about opera history, music, and tradition at public venues in three counties.
Long Term Success Outreach and Education Programs are strategically designed to provide an “opera experience” for a diverse (age, demographic) audience that might otherwise not ever attend a mainstage performance. Programs allow the company to leverage every resource to connect to new audiences while also developing and sustaining a broad range of community collaborations for music education, public performance, and audience development. By reaching out to other partners and creating such exciting series of events, we hope to alter the public perception of opera and of Sarasota Opera. As an organization that produces traditional productions these types of activities are an opportunity to show our more “modern” side with the side effect of bringing people into our organization who would normally stay away because they believe they do not like opera.
Program Success Monitoring
Monitoring and Evaluation include a variety of qualitative and quantitative methods that are reviewed by management staff and the Board of Trustees to determine program continuation, expansion and other programmatic needs. Evaluation is managed through the appropriate Department e.g. Marketing, and adjustments to the project are coordinated through the Artistic and Executive Directors. Specifically:
  • Community outreach event attendance/satisfaction tracked through formal reports 
  • Qualitative feedback about programs from collaborating partners and vendors
  • Observational feedback by staff on patron response at outreach/education events
  • Where possible and appropriate, participants (patrons, community audience) in program initiatives are surveyed for method of contact (how did they find out about the event/activity), why they chose to participate, their level of satisfaction, suggestions for improvement, etc.
Program Success Examples Providing a comfortable context for audiences to explore opera is critical to our efforts to engage new demographics. The Opera worked with community partners in 2010-2011 to offer activities in support of the first work in our American Classics series, Robert Ward’s The Crucible. This included a) free screenings of the 1996 film “The Crucible” at two different venues in partnership with the Sarasota Film Society; b) giving audiences a unique chance to meet a living composer when Robert Ward attended the opening night performance of his work and was interviewed by Sarasota Opera Artistic Director Victor DeRenzi on stage; and c) two performances of “Spoken & Sung” that featured our Studio Artists and third year students of the Asolo Conservatory presenting a program of The Crucible highlights, both opera and play. The ticket-buying behavior of these event audiences was gratifying: of 295 attendees, 167 bought tickets to The Crucible; of those 71 had never attended an opera performance. 
Program Comments by Organization

The cost of producing opera will always be a challenge. Tickets sales cover less than half of our costs and we must aggressively fund-raise in order to maintain the high quality of our work. As an organization we are dedicated to operating in a fiscally responsible manner. We are currently focused on increasing our endowment to provide for a stable source of income during challenging times. We are also working to address our infrastructure needs which will help stabilize costs and keep us in a good position for the future.

CEO/Executive Director
CEO/Executive Director Mr. Richard Russell
CEO Term Start Oct 2012
CEO/Executive Director Email
Richard Russell became Sarasota Opera's Executive Director in October 2012.

 He received his Bachelors and Masters degrees in Voice Performance and Choral Conducting from Indiana University School of Music. For approximately ten years, Mr. Russell had an active career as a professional tenor. 

Reaching a crossroads in 1998, Mr. Russell decided to suspend his singing career to accept a position with Citicorp’s Emerging Markets Research group.   As a result of the Citicorp/Traveler’s Group merger, this group became part of the Emerging Markets Sales & Trading business and within a short period he was a Vice-President and Global Webmaster for the group eCommerce efforts across Citigroup’s over 30 emerging markets countries in Latin America, Asia, Central and Eastern Europe, and Africa.

In 2005 he began the next phase of his professional life when he accepted the position of Director of Marketing at Sarasota Opera. The company was about to launch a $60 million capital campaign to renovate their historic theater, build endowment, and expand activities.  Over the following five years, Mr. Russell oversaw earned revenue of approximately $3 million per year, managed public relations and marketing for the capital campaign and re-opening of the theater, oversaw the replacement of the company’s database system with the industry leading Tessitura product, and participated in every aspect of the company including artistic planning and donor cultivation.

In 2010 Mr. Russell was named the second General Director of Princeton-based Opera New Jersey. Responsible for the artistic and administrative sides of the company, he mounted two summer seasons and two winter productions. He initiated a partnership with American Opera Projects and expanded the company’s summer season to include Asbury Park and Morristown, in addition to Princeton and continued and expanded its partnership with the New Jersey Symphony Orchestra.

Former CEOs/Executive Directors
Senior Staff
Susan Ashcraft
Maestro Victor DeRenzi Artistic Director
Sam Lowry Director of Audience Development
Jim Reid Director of Facilities
Stacy Ridenour Director of Development
Kenneth Tarasi Director of Finance
Greg Trupiano Artistic Administrator
Carlos Vicente Director of Marketing
Staff & Volunteer Statistics
Full Time Staff 25
Part Time Staff 115
Staff Retention Rate % 96
Professional Development Yes
Contractors 250
Volunteers 300
Management Reports to Board Yes
CEO/Executive Director Formal Evaluation Yes
Senior Management Formal Evaluation Yes
Non-Management Formal Evaluation Yes
In the last several years and looking ahead to coming seasons, Sarasota Opera has a wide network of partnerships designed to enhance our productions or reach out into the community in new ways to educate adult and children alike. We also help our fellew arts organizations by providing very affordable rates to use our facility.
Production Partnerships: Sarasota Orchestra, University of Kentucky Opera Theater, Ringling College of Art and Design, Young Voices of Sarasota, Sarasota Chalk Festival (Avenida de Colores, Inc.), Naples Philharmonic Center for the Arts, Carreno Dance Festival, Sarasota Ballet and the Perlman Music Program.
Education Partnerships (all ages): Sarasota Film Society, Sarasota Film Festival, Asolo Repertory Theater, Education Center of Longboat Key, Sarasota Youth Orchestra, Sarasota County Public Schools, Manatee County Public Schools, University of South Florida - Sarasota/Manatee
International Association of Theatrical and Stage Employees
Opera America
United Scenic Artists
External Assessments and Accreditations
Awards & Recognition
Sarasota Opera House added to RegisterNational Register of Historic Places1983
Award for Renovation of Sarasota Opera HouseFlorida Trust for Historic Preservation2010
Risk Management Provisions
Government Licenses
Organization Licensed by the Government No
Fundraising Plan Yes
Communication Plan No
Strategic Plan No
Strategic Plan Years 5
Strategic Plan Adopted May 2008
Management Succession Plan No
Continuity of Operations Plan No
Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy Yes
Directors and Officers Insurance Policy No
Policies and Procedures Yes
Other Documents
Other Document 2
Whistleblower Policy
Board Chair
Board Chair Mr. Murray Bring
Company Affiliation Retired
Board Term May 2017 to May 2018
Board Chair Email
Board Members
Board Members
Stan Abshier No Affiliation
Ronald Archbold Retired
Mr. Sumner Bagby Community Volunteer
Edward C. Bavaria No Affiliation
Mr. Robert "Doc" Benjamin Williams, Parker Harrison Dietz & Getzen
Murray Bring Retired
Ulysses (Les) Brualdi No Affiliation
David Chaifetz No Affiliation
Jonathan Coleman Attorney
Richard DeGennaro Community Volunteer
Syble Di Girolamo Retired
Antionette Dowling retired
Carol English Retired
Angelo Fatta PhDCEO ANSECO Group
Janet Huelster Retired
Waldron Kraemer Esq.Kraemer, Burns LLC
Rosanne Martorella Retired
Kim Nettles Community Volunteer
Harold Ronson No Affiliation
Steve Sabato ABC-TV
Dr. Arthur Siciliano Retired
Toby Siegel Retired
Bill Tompkins Retired
Michal Wadsworth retired
Donald Worthington Retired
Jack Wright No Affiliation
Constituency Includes Client Representation Yes
Board Ethnicity
African American/Black 0
Asian American/Pacific Islander 0
Caucasian 26
Hispanic/Latino 0
Native American/American Indian 0
Other 0 0
Board Gender
Male 19
Female 8
Unspecified 0
Board Term Lengths 1
Board Term Limits 4
Board Orientation Yes
Number of Full Board Meetings Annually 4
Board Meeting Attendance % 89
Board Self-Evaluation Yes
Written Board Selection Criteria Yes
Board Conflict of Interest Policy Yes
% of Board Making Monetary Contributions 100
% of Board Making In-Kind Contributions
Standing Committees
Board Governance
Strategic Planning / Strategic Direction
Human Resources / Personnel
Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
Governance Comments by Organization Trustees are initially elected to serve a 1 year term.  After that term, the Trustee may be eligible for up to ten years of service on the board.  Terms of 1/3 of the total Board are required to expire each year.  Due to this, the successive terms of each Trustee will be anywhere from 1-3 years at the discretion of the Governance Committee.
Current Year Projections
Tax Year Start Month June
Tax Year Start Day 01
Tax Year Begins 2017
Tax Year End Month May
Tax Year End Day 31
Tax Year Ends 2018
Projected Revenue $7,953,501.00
Projected Expenses $7,938,189.00
Total Projected Revenue includes "in-kind" contributions/ donations No
Organization has Endowment Yes
Endowment Value $6,430,489.00
Endowment Spending Policy Percentage
Endowment Spending Policy % 5
Capital Campaign
Currently In a Capital Campaign No
Anticipate Campaign within 5 years? Yes
Campaign Purpose
Campaign Goal
Amount Raised To Date 0 as of 0
Financial Review
Revenue SourcesHelpThe financial analysis involves a comparison of the IRS Form 990 and the audit report (when available) and revenue sources may not sum to total based on reconciliation differences. Revenue from foundations and corporations may include individual contributions when not itemized separately.
Fiscal Year201720162015
Foundation and
Corporation Contributions
Government Contributions$207,019$194,011$258,899
Individual Contributions$7,227,677$4,831,119$6,389,955
Investment Income, Net of Losses$507,983$496,627$352,605
Membership Dues$0$0$0
Special Events$4,385$47,243$81,603
Revenue In-Kind$0$67,968$67,968
Expense Allocation
Fiscal Year201720162015
Program Expense$6,052,409$7,165,462$6,403,744
Administration Expense$1,999,648$1,714,820$1,668,436
Fundraising Expense$548,724$586,738$643,577
Payments to Affiliates$0$502,466$0
Total Revenue/Total Expenses1.311.011.41
Program Expense/Total Expenses70%76%73%
Fundraising Expense/Contributed Revenue7%12%10%
Assets and Liabilities
Fiscal Year201720162015
Total Assets$28,909,234$24,536,509$24,952,595
Current Assets$2,369,768$3,525,558$5,242,887
Long-Term Liabilities$1,415,000$0$0
Current Liabilities$1,297,487$1,236,267$1,278,418
Total Net Assets$26,196,747$23,300,242$23,674,177
Top Funding Sources
Fiscal Year201720162015
Top Funding Source & Dollar AmountContributions, gifts, grants $7,227,677Contributions, gifts, grants $4,831,119Contributions, gifts, grants $6,389,955
Second Highest Funding Source & Dollar AmountOpera Productions $2,806,363Opera Productions $3,329,322Opera Productions $2,876,867
Third Highest Funding Source & Dollar AmountInvestment Income $507,983Investment Income $496,627Net Gain on Sale of Assets Other than Inventory $1,577,065
CEO/Executive Director Compensation
Short Term Solvency
Fiscal Year201720162015
Current Ratio: Current Assets/Current Liabilities1.832.854.10
Long Term Solvency
Fiscal Year201720162015
Long-Term Liabilities/Total Assets5%0%0%
Financials Comments
Financial Comments by Organization
Sarasota Opera launched a multi-year Capital Campaign for theater renovation in March, 2006.  Individual Contributions in 2008, and to a lesser extent in 2009, reflect the release of those temporarily restricted funds as the renovation project progressed and was finally completed in 2009.
In 2012 we settled a clawback as a result of a donation received from proceeds of the Nadel Ponzi scheme. This was booked in that fiscal year. In 2013-14 we have raised funds (including a challenge grant from the Patterson  Foundation) to eliminate that obligation, which will be paid back by 2014.
Financial Comments by Foundation
Financial figures taken from IRS Form 990s. Audit documents include Arlington Supporting Organization. Individual contributions include foundation & corporate support, as reported on 990.
Nonprofit Sarasota Opera Association, Inc.
Address 61 North Pineapple Avenue
Sarasota, FL 34236
Phone 941 366-8450