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SAN FRANCISCO OPERA ASSOCIATION Organization Name provided in the GuideStar Exchange* as of 03/14/2013: SAN FRANCISCO OPERA ASSOCIATION

Organization Name as listed in the IRS Business Master File as of 08/11/2014: SAN FRANCISCO OPERA ASSOCIATION

* The GuideStar Exchange allows nonprofits to regularly update key information directly to GuideStar. It provides richer and broader information about their programs, impact, finances, people and more.

 
SAN FRANCISCO, CA

GuideStar Summary

&1002;                GuideStar Exchange Organization has not reached a GuideStar Exchange Participation Level ?
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&1002; Registered with IRS Legitimacy information is available
&1002; Financial Data Annual Revenue and Expense data reported
&1002; Forms 990 2012, 2011, and 2010 Forms 990 filed with the IRS
&1002; Mission Objectives Mission Statement is available
&1002; Impact Summary Impact Summary from the nonprofit is available
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Basic Organization Information

SAN FRANCISCO OPERA ASSOCIATION Organization Name provided in the GuideStar Exchange* as of 03/14/2013: SAN FRANCISCO OPERA ASSOCIATION

Organization Name as listed in the IRS Business Master File as of 08/11/2014: SAN FRANCISCO OPERA ASSOCIATION

* The GuideStar Exchange allows nonprofits to regularly update key information directly to GuideStar. It provides richer and broader information about their programs, impact, finances, people and more.
Physical Address: SAN FRANCISCO, CA 94102 
EIN: 94-0836240
Web URL: WWW.SFOPERA.COM 
NTEE Category: A Arts, Culture, and Humanities
A6A Opera
Ruling Year: 1924 


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Mission Statement

SAN FRANCISCO OPERA'S MISSION IS 1) TO PRESENT OPERA PERFORMANCES OF THE HIGHEST INTERNATIONAL QUALITY AVAILABLE TO THE WIDEST POSSIBLE AUDIENCES; 2) TO PERPETUATE AND ENRICH THE OPERATIC ART FORM; 3) TO BE CREATIVE AND INNOVATIVE IN ALL ASPECTS OF OPERA; AND 4) TO TAKE A LEADERSHIP ROLE IN TRAINING, ARTS EDUCATION AND AUDIENCE DEVELOPMENT. CURRENT PROGRAMS INCLUDE COMMUNITY OUTREACH, TRAINING & PROFESSIONAL DEVELOPMENT OF YOUNG ARTISTS AND COMMUNITY EDUCATION.

Legitimacy Information

This organization is registered with the IRS.

This organization is required to file an IRS Form 990 or 990-EZ.

Institutional funders should note that an organization’s inclusion on GuideStar.org does not satisfy IRS Rev. Proc. 2011-33 for identifying supporting organizations.

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Annual Revenue & Expenses (IRS Form 990, August 2011)

Fiscal Year Starting: August 01, 2011
Fiscal Year Ending: July 31, 2012

Total Revenue $68,799,231
Total Expenses $70,027,494

Revenue & Expenses

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Balance Sheet (IRS Form 990)

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Leadership (GuideStar Exchange,
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March 2013)

David Gockley

Term:

Since July 2005

Board Chair (GuideStar Exchange,
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March 2013)

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Board Co-Chair

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Board of Directors (GuideStar Exchange,
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March 2013)

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Board Leadership Practices (GuideStar Exchange,
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March 2013)
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Board Orientation & Education ?
Why does this matter? Without clarity around their responsibilities and expectations, board members are not positioned to succeed. They may find themselves challenged to fulfill their governance responsibilities or frustrated by the expectations that the organization has set for them. BoardSource recommends that every new board member participate in a formal orientation process, and that all board members sign a pledge or agreement committing to their board service and to all of the responsibilities and expectations that come with service. Ideally, board members also should participate in a formal governance training program prior to serving on a board.

Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations?
Response Not Provided
CEO Oversight ?
Why does this matter? Oversight and management of the chief executive is one of the board’s most important legal responsibilities. The CEO or executive director is the board's single employee, and - just like any other employer/employee relationship - regular and written assessment is critical to ensuring that the chief executive and board are communicating openly about goals and performance. BoardSource recommends that boards conduct formal, written reviews of their chief executives on an annual basis, which should include an in-person discussion with the chief executive and distribution of the written evaluation to the full board.

Has the board conducted a formal, written assessment of the chief executive within the past year?
Response Not Provided
Ethics & Transparency ?
Why does this matter? A commitment to handling conflicts of interests is essential to creating an organizational culture of transparency. Boards should create and follow a policy for identifying and handling conflicts of interest, whether real or perceived. BoardSource recommends that organizations review the conflict-of-interest statement and require signed disclosures from all board members and senior staff on an annual basis.

Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements within the past year?
Response Not Provided
Board Composition ?
Why does this matter? The best boards are composed of individuals who bring a variety of skills, perspectives, backgrounds, and resources to tackle the complex and strategic challenges confronting their organizations. BoardSource recommends that boards commit to diversity and inclusion by establishing written policies and practices, which include strategic and intentional recruitment of diverse board members, continual commitment to inclusivity, and equal access to board leadership opportunities.

Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?
Response Not Provided
Board Performance ?
Why does this matter? Boards need to regularly assess their own performance. Doing so ensures that they are being intentional about how they govern their organization, which is a critical component of effective board leadership. BoardSource recommends that a board conduct a self-assessment of its performance a minimum of once every three years to ensure that it is staying on track with its roles and responsibilities.

Has the board conducted a formal, written self-assessment of its performance within the past three years?
Response Not Provided

Officers for Fiscal Year (IRS Form 990)

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Highest Paid Employees & Their Compensation (IRS Form 990)

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People information was last updated by the nonprofit in March 2013

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Programs

Program: Program 1 (GuideStar Exchange,
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March 2013)

Budget:
$45,851,574
Category:
Population Served:

Program Description:

PRODUCTION AND ARTISTIC - THE OPERA PRESENTED 77 PERFORMANCES OF 10 MAINSTAGE PRODUCTIONS OF THE HIGHEST ARTISTIC QUALITY TO OVER 216,000 AUDIENCE MEMBERS DURING THE 2009 SEASON. ARTISTIC HIGHLIGHTS OF THE 86TH SEASON INCLUDED THE WORLD PREMIERE OF THE BONESETTER'S DAUGHTER COMPOSED BY STEWART WALLACE AND SET TO A LIBRETTO BY AMY TAN.

Program Long-Term Success:

Program Short-Term Success:

Program Success Monitored by:

Program Success Examples:

Impact Summary from the Nonprofit

Founded in 1923 by Gaetano Merola, San Francisco Opera is internationally recognized as one of the top opera companies in the world and is heralded for its first-rate productions and rosters of international, world-class opera stars.  To date, San Francisco Opera has commissioned 15 world premieres and presented 22 U.S. premieres.                          Core Programmatic Areas:1) World-Class Productions.  San Francisco Opera presents, on average, 68 performances of 9 mainstage productions of the highest artistic quality to over 200,000 audience members per season.  As an undisputed champion of new work (having commissioned 35 operas while at Houston Grand Opera), Gernal Director David Gockley is committed to commissioning a new opera approximately every two years, and is also committed to presenting mainstage family productions. 2) Community Outreach.  The Company's free community engagement events include Opera in the Park in Golden Gate Park; Opera at the Ballpark simulcasts in AT&T Park; and a Community Open House.  Over 50,000 people attend these events annually.  Community partners for simulcasts have also included Yerba Buena Center for the Arts; Wells Fargo Center for the Arts; Mondavi Center for the Arts; (U.C. Davis); Stanford University; and Cal Performances (U.C. Berkeley). 3) Training and Professional Development.  The Company boasts an internationally recognized training and professional development program - the Adler Fellowship Program.  Founded in 1977 as the San Francisco Affiliate Artists Opera Program, Adler Fellowships are performance-oriented, two-year residencies for young artists of major operatic potential.  Adler Fellowships offer unique opportunities to young artists to develop their skills and gain performance experience under the aegis of a major international opera company.  The program has trained some of today's most celebrated opera stars, including sopranos Laura Claycomb, Patricia Racette, Ruth Ann Swenson, and Deborah Voigt; mezzo-soprano Dolora Zajick; baritone Mark Delavan; and bass-baritone John Relyea. 4) Education.  Opera ARIA: Arts Resources in Action is San Francisco Opera's suite of K-12 education programs that integrates learning about opera into the classroom.  All Opera ARIA programs are in conjunction with and endorsed by Bay Area public schools' Visual and Performing Arts offices and meet CA State Standards.  To bring the art form to life, the Opera offers a variety of in-school and field trip experiences such as classroom visits with opera professionals - young resident performers and the costume, set and prop staffs.  Other experiential opportunities include attendance at dress rehearsals; tours of the Opera House; a library of books, study guides, CDs and DVDs which serve as an introduction to opera and to the specific operas being studied; and the creation and performance of mini-operas by the students.  Schools in need receive simple tone and percussion instruments useful for learning about, creating and playing music.  The Opera also provides comprehensive Professional Development for educators whether or not they participate in the Program.  Approximately 59% of students with whom the Opera works are considered socio-economically disadvantaged; 43% are English language learners.  Student ethnicity: 32.8% Hispanic/Latino; 32% Asian; 13.1% White; 13% African-American; 4.1% Filpino; 3% multi-ethnic; 1.5% Pacific Islander; 0.5% Native American.Media Suite: San Francisco Opera continues to produce radio programming, archival and educational DVDs, web videos, cinemacasts, Opera Vision, and simulcasts thanks to its high-definition broadcast standard Koret-Taube Media Suite - the first in-house system installed in any American opera house.  This mission-driven initiative leverages the various available and emerging technological opportunities for digital distribution of opera content and helps the Opera cultivate and broaden its audiences of the future.

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