John & Mable Ringling Museum Of Art Foundation, Inc.
5401 Bay Shore Road
Sarasota FL 34243
Mission
The Ringling serves as the legacy of John and Mable Ringling—a place of art, architecture and circus in an environment that inspires, educates, and entertains.
Leadership
CEO/Executive Director Steven S. High
Board Chair Michael E. Urette
Board Chair Affiliation community volunteer
General Info
Organization DBA
DBA
John and Mable Ringling Museum of Art Foundation
Supported Organization
Former Names
Tax Exempt Status Public Charity Type I Supporting Organization
Incorporation Year 1969
Awarded competitive grant from Community Foundation in the last 5 years?
State Charitable Solicitations Permit Yes June 2016
State Registration 0
IRS Letter of Determination
View
Financial Summary
 
 
Projected Revenue $18,940,573.00
Projected Expenses $18,940,573.00
Other Documents
Impact Statement
The Ringling is a center for art and history, situated on 66 acres of grounds and gardens along the shore of Sarasota Bay. It is built on the remarkable legacy of circus entrepreneur, collector of art, and financier John Ringling and his wife Mable. 
 
The Ringling inspires visitors with an acclaimed collection of Old Master paintings, delights them with the story of the American circus, told through the first American circus museum and the world’s largest circus model, and transports them to the Roaring Twenties during a tour of the magnificent Ca’ d’Zan mansion.
 
The Ringling is also committed to exhibiting the work of an emerging community of living artists whose work moves beyond traditional practice. The Ringling features dynamic and engaging contemporary visual and performing arts, including a diverse roster of theater, music, dance, and film.
Needs Statement

  1. Funding for staff positions (naming opportunities for staff positions range from $1 million to $5 million) and for curatorial and conservation fellowships ($50,000 per year)
  2. Funding for acquisitions and conservation of the permanent collection (from $10,000 for one artwork up to $100,000 for naming opportunities)
  3. Funding for exhibitions in the visual and performing arts (sponsorships at $5,000, $10,000, $25,000 and $50,000 levels) 
  4. Funding for cultural and outreach programs, including Youth and Family programs such as the ROAR reading program, KidsQuest, Family Workshops, and our partnership with Forty Carrots Family Center’s Partners in Play program (at levels of $5,000, $10,000, $25,000 and $50,000) 
  5. Funding for the preservation of Ca’ d’Zan, the historic home of John and Mable Ringling on Sarasota Bay

Background Statement

The Ringling combines outstanding art and circus museums with a historic mansion and theater, all set amid beautiful bayfront gardens. A sense of spectacle pervades The Ringling, reflecting the personality of the great showman who founded it.

The history of The Ringling begins in 1911, when circus owner John Ringling and his wife, Mable, first purchased property in Sarasota. Over the next twenty years, they built a spectacular winter residence, Ca’ d’Zan, collected art, and opened an outstanding art museum. The Ringlings created a lasting legacy by bequeathing their property to the people of Florida upon John’s death in 1936. The Ringling was designated as the official state art museum in 1980 and is now one of the top attractions for visitors to Florida. It has been a part of Florida State University since 2000 and is today one of the largest university art museums in the United States.  

The Ringlings' mansion, Ca’ d’Zan, was designed and built in the mid-1920s in the style of the Venetian Gothic palaces that John and Mable admired on their trips to Italy. The Museum of Art opened in the early 1930s to display an outstanding collection of European art from the late Middle Ages to the nineteenth century. 

The museum also houses an important collection of modern and contemporary art from Europe, the Americas, and Asia. Rotations of works from the permanent collection - as well as special exhibitions featuring leading contemporary artists - are presented in the Searing Wing. The Ringling’s growing collection of Asian art is featured in the Center for Asian Art, a striking new addition.

The Ringling’s circus collection is displayed in both the original Circus Museum and the Tibbals Learning Center. Established in 1948, the original Circus Museum is the first museum in the country to document the rich history of the American circus. At the heart of the Tibbals Learning Center is the amazing Howard Bros. Circus Model, the largest in the world. The center also features exhibitions of circus posters from the 1850s to present day, displays on circus performers as well as hands-on interactives that allow visitors of all ages to become center-ring stars.

The Historic Asolo Theater was created in Italy in 1798. Now located in the John M. McKay Visitors Pavilion, this beautiful and architecturally-significant theater is also an active performing arts venue, featuring the best in contemporary theater, dance, music, and film. 
Areas Served
Areas Served
Area
International
FL
FL- Sarasota
Service Categories
Primary Org Type Arts,Culture & Humanities
Secondary Org Type Education
Tertiary Org Type Public & Societal Benefit
Keywords
museum, art, education, circus, theater, historic home, gardens
Statement from the Board Chair/Board President
It is an honor to serve as the Chair of the Board of Directors for The John and Mable Ringling Museum of Art Foundation. The Board serves a very distinct and important role for the State Art Museum of Florida that encompasses a number of priorities for this amazing, multi-faceted museum. These priorities include, but are not limited to, the following; insuring the preservation of the collection created by John and Mable Ringling and being stewards for the Ca’d’Zan, Historic Asolo Theater, Johnson-Blalock Education Center and our beautiful bayfront gardens.

 As a Direct Support Organization for Florida State University, we work in conjunction with the University to provide guidance to key areas that are vital to the health and well- being of the organization. These critical areas include implementing a long-term strategic plan, fundraising, finance and investment, facilities, audit, collections, development and governance.

 The Board works in alignment with the Executive Director and staff to create and enhance opportunities so that we continue to honor the legacy of John and Mable Ringling and ensure that the Museum will be here for generations to come.

Statement from the CEO/Executive Director
The Value of Culture
   
We are honored and thankful for your support of The John and Mable Ringling Museum of Art, one of Sarasota’s premiere cultural intuitions.  As economic challenges concern us all, here are some thoughts on the value of culture in enriching and supporting our community.
 
The Ringling Museum (as well as performing arts venues) supports the economy in many ways.  As one of the area’s largest employers, the Ringling Museum has a staff of over 250; in addition, the Museum supports countless local area vendors and contractors.  Since 2000, we have invested some $100 million in our economy through capital building projects, historic preservation projects and other site improvements – a wonderful collaboration of public investments leveraged through private philanthropy.  Broaden this view to include new performing arts facilities as well as local investment in colleges and universities throughout Sarasota and Manatee Counties and you witness a staggering cultural investment.
 
For eighty years, the Ringling Museum has been and is a major driver of regional tourism.  Of the more than 400,000 visitors we serve each year, two-thirds live outside our tri county area.  Nearly half come from out-of-state and 7% from other countries.  Florida’s Gulf Coast boasts gorgeous white, sandy beaches to our north and south, but how many waterfront communities offer opera, symphony, numerous theater companies, a marine laboratory, botanical gardens and an estate as magnificent as Ringling?
 
The Ringling Estate – combined with the offerings of our sister cultural and educational institutions – provide us a quality of life beyond even the aspirations of most comparable communities.  The value exceeds our ability to calculate, which is why we would like to discuss an opportunity with you to invest in one of the major drivers of our local economy, The John and Mable Ringling Museum of Art.
Programs
Description The Ringling’s Art of Our Time initiative, established in 2010, enriches the cultural landscape of Florida’s Gulf Coast through the presentation of exhibitions and performances that explore and exemplify the rich diversity of ideas and artistic forms being created in the world today. The cross-disciplinary programs serve an ever expanding and increasingly diverse audience of individuals and groups who are seeking a direct engagement with the work of living artists. This presentation of new art, music, theater, and dance further elevates the reputations and profiles of Sarasota and The Ringling as major players in the world of contemporary art. The budget figure below reflects the funds needed to endow the positions of Curator of Performance and Curator of Modern and Contemporary Art.
Budget $990,000
Category Arts, Culture & Humanities, General/Other Museums
Program Linked to Organizational Strategy Yes
Population Served Adults General/Unspecified International
Short Term Success
The immediate impact of the Art of Our Time initiative and its programs is being realized in the increased exhibition and acquisition of modern and contemporary art, the extraordinary growth of contemporary performance programming in the Ringling International Arts Festival and the New Stages series at the Historic Asolo Theater, and ongoing collaborations with local, regional, national, and international partners in the development of new programs and projects.
Long Term Success  When fully realized, Art of Our Time will significantly diversify the crucially important arts/cultural sector of the regional economy. This will be realized through the development of a local platform upon which a competitive workforce of professionals participates in the national and international network of arts centers wherein new art is conceived, realized, and showcased. Such activity will include creative laboratories for cross-disciplinary collaborations, interactive workshops for the development of new projects, technical/production residencies to prepare and launch touring programs; and showcases/festivals of commissions and premieres.
Program Success Monitoring Admissions counts, box office sales, and gallery counts demonstrate the level of participation.
Program Success Examples

In 2015, The Ringling dedicated more than 4,500 square feet of gallery space in the Museum of Art to imodern and contemporary art. A new contemporary art gallery, named for Keith and Linda Monda, will launch in fall 2016 as a place for experimentation, film, and site-specific installations by emerging and leading artists of our time. 

 

The program received major support last year from Philip and Nancy Kotler and Warren and Margot Coville, whose transformative gifts will allow construction of the Kotler-Coville Glass Pavilion, a 5,500-sf addition and renovation project that will create a dedicated space for the display of studio art glass and a new formal entrance to the Historic Asolo Theater. The donors enthusiastically support performance art, and this project will upgrade the facilities of the theater with enhanced guest artist facilities, including a rehearsal room for performers, a concession area in the new lobby and a reception space on the second floor for theater guests.

Description

Ca’ d’Zan, the winter home of John and Mable Ringling and the heart of The Ringling’s campus, stands as a cultural gem of Sarasota and one of America’s architectural treasures. Construction of the 36,000-square-foot, Venetian-inspired house was completed in 1926, but the home fell into disrepair in the decades following John Ringling’s death in 1936. Beginning in 2001, Ca’ d’Zan underwent a $15 million restoration; however, much work remains to be done to completely restore the palatial mansion to its former grandeur and to maintain the property and ensure major renovations are not needed in the future.

 

The restoration and maintenance of the building’s terra cotta—the mix of glazed and unglazed tilework that makes Ca’ d’Zan such a beautiful structure—is among our top restoration priorities. Support for this project will help ensure that visitors now and in the future will be able to appreciate its splendor.
Budget $4,000,000
Category Arts, Culture & Humanities, General/Other Historic Preservation & Conservation
Program Linked to Organizational Strategy Yes
Population Served Adults Families International
Short Term Success  In the short term, the acute preservation needs, in particular the terracotta decoration, will be addressed by specialized conservators and engineers
Long Term Success  

Over the long term, The Ringling is committed to preserving the Ca’ d’Zan as an integral part of our mission to serve the legacy of John and Mable Ringling. The preservation work that is being undertaken now seeks to ensure that major renovations are not needed in the future.

Program Success Monitoring  The preservation needs of Ca’ d’Zan are continually evaluated by our conservation, collections and curatorial staff. 
Program Success Examples Ca' d'Zan is consistently one of the most visited parts of The Ringling estate. We are committed to preserving this magnificent home so that our more than 400,000 annual visitors can continue to enjoy it.
 
Description

The Ringling is embarking upon a complete reinstallation of the Museum’s permanent collection. This project includes a re-envisioning of the original 21 galleries created by the Ringlings, and the necessary conservation work required to prepare the collection for a refreshed display. The Ringling’s internationally recognized collection of Old Masters will be at the forefront of this project. The rearrangement of these works of art will better engage and guide our visitors by highlighting the major themes and significant works from our permanent collection.

More accessible, larger-format labels and wall texts, incorporating new research, will help visitors better understand historical contexts and make visual comparisons. Works of major importance will be highlighted, encouraging visitors to engage more deeply with works of art. New LED lighting, object cases, and wall color schemes will create more harmonious surroundings and greatly improve the viewing experience.

Budget $3,000,000
Category Arts, Culture & Humanities, General/Other
Program Linked to Organizational Strategy Yes
Population Served Adults Children and Youth (0 - 19 years) General/Unspecified
Short Term Success This project will begin in 2016 with three galleries and will continue over the next three to five years. We expect that the improved viewing experience of the first galleries to be reinstalled will generate a favorable response from our visitors in the short term. We will be surveying visitors throughout the project to gauge their reactions to the newly redisplayed galleries.
Long Term Success The Ringling is currently undertaking a comprehensive online survey of its members, which will reach 10,000 households. The survey includes questions about visitor engagement with the galleries, in an effort to establish baseline data prior to the beginning of the reinstallation. At the end of the reinstallation project, when all the galleries have been reinstalled, the same data will be collected, and the results will be compared to the baseline. We anticipate that the results will show an increased level of satisfaction and engagement with the galleries on the part of our visitors. Furthermore, we anticipate that the project will generate increased interest in the museum among both local and out-of-town visitors, which will be measured by analyzing attendance figures, number of tours, and quantity of media coverage.
Program Success Monitoring Surveys of visitors about their experience in the galleries taken before and after the reinstallation project will be used to gauge the effectiveness of the project.
Program Success Examples This is a new initiative that will begin later in 2016.
Description  In order to foster engagement and understanding with the local community and beyond, The Ringling has moved education past the traditional classroom and lecture models. We support teachers through free school tours, online resources and professional development workshops. Docent-led and self-guided K-12 school tours help to establish and deepen an appreciation of the arts by expanding on classroom learning.

 

Programs like ROAR, Kids Quests and Family Workshops connect families with The Ringling. We have recently partnered with Forty Carrots Family Center’s Partners in Play, with our educators participating in this parenting program at local libraries. We also host families here at The Ringling for a special Partners in Play class and a chance to explore the museum’s family offerings.

 

Through the support of donors, The Ringling provides free bus service to our local K-12 schools and free teaching guides connecting our collections with Florida’s Common Core requirements.

Budget $1,000,000
Category Education, General/Other Educational Programs
Program Linked to Organizational Strategy Yes
Population Served K-12 (5-19 years) Children and Youth (0 - 19 years) Families
Short Term Success Most recently, with the addition of our new youth and family program coordinator, we have seen a dramatic increase in the number of families engaged directly with our collections and the surrounding grounds. In this past year, our partnership with Forty Carrots Family Center’s Partners in Play program has been an unqualified success, and we look forward to building on that program next year.
Long Term Success

Our school and teacher programs are focused on supporting and enhancing classroom learning, establishing the museum as a key community partner in education, and inspiring the next generation of museumgoers. Through school tour experiences, professional development workshops, curriculum-focused interpretive materials for teachers, and community networking, The Ringling will position itself as an essential part of the educational fabric of the local area and beyond.

Our family programming begins with the very youngest members of families and extends right up to the oldest. As such, our programs focus on childhood but strive to reach all members of a family through process-based activities that can educate a family as a unit and encourage learning at all age brackets. Our goals include providing educational opportunities for families outside of school, growing our community partnerships, and offering accessible programs that can be enjoyed by people of all ages and abilities.

Program Success Monitoring The number of individuals served is one of the main ways in which these programs are monitored, and we have seen a large increase in the number of youths and families served in the past year. In addition, partnerships, such as that with Forty Carrots' Partners in Play program, will be evaluated in terms of the overall strategy of the program as well as in terms of the Museum's own goals for outcomes.
Program Success Examples  During 2014-2015:

 

School and Teacher Programs:

Number of K-12 students served, self-guided school tours: 4,200

Number of K-12 students served, docent-led school tours: 3,400

Total individuals served, all K-12 school tours: 9,000

Number of teachers served, Saturdays for Educators: 144

 

Youth & Family Programs (began in October 2014)

Number of individuals served, ROAR story time program: 425

Number of individuals served, Kids Quest gallery program: 345

Total individuals served, all Youth & Family programs: 1,855
Comments
Program Comments by Organization
Program Comments by Foundation
CEO/Executive Director
CEO/Executive Director Steven S. High
CEO Term Start June 2011
CEO/Executive Director Email steven.high@ringling.org
Experience
Steven High became Executive Director of The John and Mable Ringling Museum of Art on June 1, 2011.  High was previously Director/CEO of the Telfair Museums where he built community ownership through inclusive, innovative, and entertaining exhibitions and programs.  He developed strong partnerships with local companies, schools, civic and cultural organizations.  Telfair Museums ended 2010 with the highest attendance in the Museums’ history.
Previously, as Director/CEO of the Nevada Museum of Art, High increased the budget, endowment, assets and membership.  The Museum’s annual operating budget increased from $500,000 to more than $2.9 million. Operating endowments jumped from $1 million to more than $7 million.  More than $24 million in gifts and pledges were raised for capital and endowment expansion projects.  Total assets climbed to $28.4 million, up from $3.6 million in 1995.  Membership soared from 900 to 7,000 households.
High has also held positions with Anderson Gallery, School of the Arts, Virginia Commonwealth University; Baxter Gallery, Portland School of Art (now, Institute of Contemporary Art, Maine College of Art); Williams College Museum of Art; Massachusetts Institute of Technology Museum; and the San Francisco Museum of Modern Art.
High is the recipient of awards, including the 2006 Nijinsky Award from the Sierra Arts Foundation and the 2003 Directors Chair Award from the Western Museum Association.  Under his leadership, the Nevada Museum of Art received the 1999 National Award for Museum Service.
He is a member of the American Association of Museums, Association of Art Museum Directors, and the Sarasota Convention and Visitors Bureau board.
High holds a Master of Arts degree in art history from Williams College and a Bachelor of Arts degree in art history from Antioch College.  He also earned a Masters of Business Administration from Virginia Commonwealth University, and participated in the Museum Leadership Institute at The Getty Center.
Former CEOs/Executive Directors
NameTerm
Marshall Rousseau Interim 2009 - 2011
John Wetenhall 2001 - 2009
Senior Staff
NameTitle
David Berry Assistant Director, Research, Education & Publications
Dwight Currie Associate Director, Exhibitions & Programs
Francoise Hack Assistant Director of Collections
Joan Horrvich Communications and Marketing Director
Jennifer Price Deputy Director
Staff & Volunteer Statistics
Full Time Staff 126
Part Time Staff 129
Staff Retention Rate % 80
Professional Development Yes
Contractors 0
Volunteers 547
Management Reports to Board Yes
CEO/Executive Director Formal Evaluation Yes
Senior Management Formal Evaluation Yes
Non-Management Formal Evaluation Yes
Collaborations
Current collaborative partners include: Circus Arts Conservatory of Sarasota, Forty Carrots Family Center, Asolo Repertory Theatre, Hermitage Artist Retreat, New College of Florida, University of South Florida at Sarasota/Manatee, Visit Sarasota County, Museum of Fine Arts, Boston, Museo Stibbert in Florence, Italy, and other museums and academic institutions around the world.
Affiliations
AffiliationYear
American Association of Museums - Member
Arts and Cultural Alliance of Sarasota County
Economic Development Corporation of Sarasota County
Florida Association of Museums
Florida Attraction Association
Greater Sarasota Chamber of Commerce
Manatee Chamber of Commerce
External Assessments and Accreditations
Assessment/AccreditationYear
American Association of Museums - 10 Year Accreditation
Awards & Recognition
Award/RecognitionOrganizationYear
Risk Management Provisions
Government Licenses
Organization Licensed by the Government
Plans
Fundraising Plan No
Communication Plan No
Strategic Plan No
Strategic Plan Years
Strategic Plan Adopted 0
Management Succession Plan No
Continuity of Operations Plan No
Policies
Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy Yes
Directors and Officers Insurance Policy No
Policies and Procedures No
Comments
Management Comments by Organization
Management Comments by Foundation
Planning & Policies Comments by Organization
Planning & Policies Comments by Foundation
Multi-Media Comments by Organization
Board Chair
Board Chair Michael E. Urette
Company Affiliation community volunteer
Board Term July 2014 to June 2016
Board Chair Email mike@tampapalmscenter.com
Board Members
Board Members
NameAffiliation
Madeleine H. Berman Community Volunteer
Thomas J. Charters Retired
Daniel J. Denton Retired
Elizabeth Dimmit Community Volunteer
Rebecca Donelson Community Volunteer
George R. Ellis Retired
Kenneth J. Feld Feld Entertainment, Inc.
Dr. Frances D. Fergusson Retired
Darrel E. Flanel Bank of America Merrill Lynch
Priscilla M. Greenfield Community Volunteer
Dr. Patrick J. Henningan Retired
Jeffrey R. Hotchkiss Retired
Paul G. Hudson U.S. Trust
Dorothy C. Jenkins Community Volunteer
Dr. Thomas W. Jennings Jr.The Florida State University
Patricia R. Lombard Community Volunteer
Thomas B. Luzier Dunlap & Moran
Nancy J. Parrish Community Volunteer
Michael R. Pender Jr.Cavanaugh & Company
Michele D. Redwine Community Volunteer
Margaret A. Rolando Shutts and Bowen, LLP
Roberta J. Schaumleffel Volunteer Svcs. Advisory Committee
Ina L. Schnell Community Volunteer
Judith F. Shank Retired
Jane Skogstad Community Volunteer
Barbara A. Swan Docent Advisory Committee
Howard C. Tibbals Retired
James B. Tollerton Professional Benefits, Inc
Jose N. Uranga Community Volunteer
Michael E. Urette Great American Corporation
Clifford L. Walters IIIBlalock Walters
Dr. Larry A. Wickless Retired
Student serving on the board through Community Youth Development? No
Constituency Includes Client Representation No
Board Ethnicity
African American/Black 1
Asian American/Pacific Islander 1
Caucasian 28
Hispanic/Latino 0
Native American/American Indian 0
Other 0 0
Board Gender
Male 16
Female 14
Unspecified 0
Governance
Board Term Lengths 4
Board Term Limits 2
Board Orientation Yes
Number of Full Board Meetings Annually 6
Board Meeting Attendance % 80
Board Self-Evaluation Yes
Written Board Selection Criteria No
Board Conflict of Interest Policy Yes
% of Board Making Monetary Contributions 100
% of Board Making In-Kind Contributions
Standing Committees
Audit
Finance
Collections
Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
Board Governance
Campus Planning and Development
Executive
Comments
Governance Comments by Organization The John and Mable Ringling Museum of Art Foundation is a Direct Support Organization (DSO) of The Florida State University.  In addition to the oversight and fundraising provided by the Ringling Board, the Museum is also under the governance of the Board of Trustees for The Florida State University.  A list of those members can be found at the following web site: http://trustees.fsu.edu/.
Governance Comments by Foundation
Fiscal Year Projections
Fiscal Year Begins 2015
Fiscal Year Ends 2016
Projected Revenue $18,940,573.00
Projected Expenses $18,940,573.00
Endowment Value $41,140,847.00
Endowment Spending Policy Percentage
Endowment Spending Policy % 4
Capital Campaign
In a Capital Campaign No
Campaign Purpose
Campaign Goal
Campaign Dates 0 to 0
Amount Raised To Date 0 as of 0
Anticipate Campaign within 5 years?
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 Year201520142013
Foundation and
Corporation Contributions
$0$367,833$261,965
Government Contributions$0$7,384,644$6,331,344
Federal$0$0$0
State$0$7,303,135$6,247,707
Local$0$81,509$83,637
Unspecified$0$0$0
Individual Contributions$1,522,612$688,275$318,120
$0$0$0
$0$6,835,366$5,730,247
Investment Income, Net of Losses$37,908$1,463,375$1,029,818
Membership Dues$970,887$1,239,015$1,178,623
Special Events$85,985$177,023$251,949
Revenue In-Kind$0$0$0
Other$4,948$39,451$69,368
Expense Allocation
Fiscal Year201520142013
Program Expense$957,632$11,564,531$10,332,747
Administration Expense$892,171$4,562,085$3,483,980
Fundraising Expense$325,693$456,892$432,143
Payments to Affiliates$0$0$0
Total Revenue/Total Expenses1.211.101.06
Program Expense/Total Expenses44%70%73%
Fundraising Expense/Contributed Revenue20%5%6%
Assets and Liabilities
Fiscal Year201520142013
Total Assets$5,371,185$49,581,459$45,480,975
Current Assets$4,704,430$8,944,012$8,371,669
Long-Term Liabilities$0$0$0
Current Liabilities$156,639$50,011$127,903
Total Net Assets$5,214,546$49,531,448$45,353,072
Top Funding Sources
Fiscal Year201520142013
Top Funding Source & Dollar AmountContributions, gifts, grants $1,522,612Government Grants - State $7,303,135Government Grants - State $6,247,707
Second Highest Funding Source & Dollar AmountMembership Dues $970,887Earned Revenue $6,835,366Earned Revenue $6,908,870
Third Highest Funding Source & Dollar AmountFundraising $85,985Investment Income $1,463,375Investment Income $1,029,818
CEO/Executive Director Compensation
Co-CEO/Executive Director Compensation
Tax Credits
Solvency
Short Term Solvency
Fiscal Year201520142013
Current Ratio: Current Assets/Current Liabilities30.03178.8465.45
Long Term Solvency
Fiscal Year201520142013
Long-Term Liabilities/Total Assets0%0%0%
Financials Comments
Financial Comments by Organization
Financial Comments by Foundation
For the 2015 audited financials, the financial information is provided by their Foundation staff. For the 2014 financial uploads, the spreadsheet was used in the profile, in lieu of taking numbers directly from the audit/tax return. Organization has not provided similar information for 2015.
 
NOTE: Financials are based on a combination of IRS Form 990 information from the John & Mable Ringling Museum of Art Foundation and financials from the state of Florida. Figures provided by staff of John and Mable Ringling Museum of Art.
Nonprofit John & Mable Ringling Museum Of Art Foundation, Inc.
Address 5401 Bay Shore Road
Sarasota, FL 34243
Phone 941 359-5700

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