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. David Chaifetz
Board Chair Affiliation Retired
General Info
Organization DBA
Supported Organization
Former Names
Asolo Opera Guild
Tax Exempt Status Public Supported Charity
Incorporation Year 1961
Awarded competitive grant from Community Foundation in the last 5 years?
State Charitable Solicitations Permit Yes Oct 2016
State Registration Yes 0
IRS Letter of Determination
Financial Summary
Projected Revenue $7,530,000.00
Projected Expenses $7,228,000.00
Other Documents
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 need for 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 16 unit apartment complex, there are many needs.  In our older building more efficient systems would save energy.  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. By 2016 Sarasota Opera will have performed every note written by Italy's greatest opera composer Giuseppe Verdi. Other notable programming initiatives include the Masterworks Revival Series and the American Classics Series. 
    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. In 2012 the Sarasota Youth Opera premiered Little Nemo in Slumberland, a new opera by world famous composer Daron Hagen and librettist J.D. McClatchy.
    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
    Service Categories
    Primary Org Type Arts,Culture & Humanities
    Secondary Org Type
    Tertiary Org Type
    Opera, Education, Music, Performance
    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.
    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 the only existing youth opera program 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. What makes our youth program so distinctive is that no interested child is ever turned away, regardless of experience or finances. The program 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 necessitated increased fundraising.  In the fall of 2014, SYO performed SYO’s 28th full scale production, Dean Burry’s The Hobbit, to sell out audiences. Youth Opera members also appear as the children’s choruses in mainstage productions. The SYO production for 2015-2016 will be Brundibar, a children’s opera performed originally by the children of a Czech concentration camp, and we are currently working on the commission of a new work for future production.

    Budget $104,364
    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 inpitch,memorization (when applicable), andlanguage, 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 Slumberlandin November 2012. The commissioned work, by renowned composer Daron Aric Hagen with libretto by J.D. (Sandy) McClatchy, is based on serial art pioneer Winsor McCay’s comic stripLittle 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 Slumberlandis 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 fundraise 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.

    Program Comments by Foundation
    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
    Chris Van Alstyne Director of Production
    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 No
    Communication Plan No
    Strategic Plan No
    Strategic Plan Years 5
    Strategic Plan Adopted May 2008
    Management Succession Plan No
    Policies and Procedures Yes
    Continuity of Operations Plan No
    Nondiscrimination Policy Yes
    Whistle Blower Policy Yes
    Document Destruction Policy Yes
    Directors and Officers Insurance Policy No
    Management Comments by Organization
    Management Comments by Foundation
    Board Chair
    Board Chair Mr. David Chaifetz
    Company Affiliation Retired
    Board Term May 2014 to May 2016
    Board Chair Email
    Board Members
    Board Members
    Stan Abshier No Affiliation
    Ronald Archbold Retired
    Mr. Sumner Bagby Community Volunteer
    Edward C. Bavaria No Affiliation
    Murray Bring Retired
    Ulysses (Les) Brualdi No Affiliation
    David Chaifetz No Affiliation
    Jonathan Coleman Attorney
    Syble Di Girolamo Retired
    Carol English Retired
    Angelo Fatta PhDCEO ANSECO Group
    Jo Ann Frye No Affiliation
    Janet Huelster Retired
    Waldron Kraemer Esq.Kraemer, Burns LLC
    Linda Moretti Retired
    Peter Phillipes Sarasota Opera Guild
    Harold Ronson No Affiliation
    Steve Sabato ABC-TV
    Dr. Arthur Siciliano Retired
    Donald Worthington Retired
    Jack Wright No Affiliation
    Mary Zabin Bradenton Opera Guild
    Student serving on the board through Community Youth Development? No
    Board Demographics - Ethnicity
    African American/Black 0
    Asian American/Pacific Islander 0
    Caucasian 22
    Hispanic/Latino 0
    Native American/American Indian 0
    Other 0 0
    Board Demographics - Gender
    Male 16
    Female 6
    Unspecified 0
    Board Term Lengths 1
    Board Term Limits 4
    Board Orientation Yes
    Number of Full Board Meetings Annually 7
    Board Meeting Attendance % 75
    Board Self-Evaluation Yes
    Written Board Selection Criteria Yes
    Written Conflict of Interest Policy Yes
    % of Board Making Monetary Contributions 100
    % of Board Making In-Kind Contributions
    Constituency Includes Client Representation Yes
    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.
    Governance Comments by Foundation
    Fiscal Year Projections
    Fiscal Year Begins 2015
    Fiscal Year Ends 2016
    Projected Revenue $7,530,000.00
    Projected Expenses $7,228,000.00
    Endowment Value $5,600,000.00
    Endowment Spending Policy Percentage
    Endowment Spending Policy % 5
    Capital Campaign
    In a Capital Campaign No
    Campaign Purpose
    Campaign Goal
    Campaign Dates 0 to 0
    Amount Raised To Date 0 as of 0
    Capital Campaign Anticipated in Next 5 Years? Yes
    Historical 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 Year201420132012
    Foundation and
    Corporation Contributions
    Government Contributions$125,283$174,726$139,450
    Individual Contributions$3,953,152$2,888,398$2,874,447
    Investment Income, Net of Losses$445,068$387,259$121,541
    Membership Dues$0$0$0
    Special Events$48,985$112,840$383,863
    Revenue In-Kind$321,408$0$67,968
    Expense Allocation
    Fiscal Year201420132012
    Program Expense$5,820,367$6,545,258$6,225,361
    Administration Expense$1,597,050$1,719,954$2,279,400
    Fundraising Expense$762,765$384,200$603,572
    Payments to Affiliates$0$0$0
    Total Revenue/Total Expenses1.010.870.80
    Program Expense/Total Expenses71%76%68%
    Fundraising Expense/Contributed Revenue18%12%18%
    Assets and Liabilities
    Fiscal Year201420132012
    Total Assets$21,565,496$21,513,297$22,579,534
    Current Assets$2,756,338$2,539,410$6,911,415
    Long-Term Liabilities$0$191,563$664,502
    Current Liabilities$1,440,448$1,497,848$1,550,602
    Total Net Assets$20,125,048$19,823,886$20,364,430
    Top Funding Sources
    Fiscal Year201420132012
    Top Funding Source & Dollar AmountContributions, gifts, grants $3,953,152Contributions, gifts, grants $2,888,398Opera Productions $3,032,119
    Second Highest Funding Source & Dollar AmountOpera Productions $2,888,960Opera Productions $2,841,671Contributions, gifts, grants $2,874,447
    Third Highest Funding Source & Dollar AmountInvestment Income $445,068Miscellaneous $507,880Fundraising $383,863
    CEO/Executive Director Compensation
    Co-CEO/Executive Director Compensation
    Tax Credits
    Short Term Solvency
    Fiscal Year201420132012
    Current Ratio: Current Assets/Current Liabilities1.911.704.46
    Long Term Solvency
    Fiscal Year201420132012
    Long-Term Liabilities/Total Assets0%1%3%
    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
    Primary Phone 941 366-8450