Arts, Culture, and Humanities

Opera Naples, Inc.

Naples, FL

Mission

Opera Naples' mission is to be a professional opera company known for excellence and innovation by presenting quality opera, musical performances, education, and community engagement programs.

Ruling Year

2006

Executive Director

Ms. Sondra Quinn

Artistic Director

Mr. Ramón Tebar

Main Address

2408 Linwood Ave

Naples, FL 34112 USA

Keywords

Opera, Naples Opera, School Programs, Community Outreach, Music

EIN

42-1671038

 Number

6398611690

Cause Area (NTEE Code)

Opera (A6A)

Music (A68)

Arts Education/Schools (A25)

IRS Filing Requirement

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

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Social Media

Programs + Results

What we aim to solve

Venue - Currently we have a 300 seat theatre at the Wang Opera Center for small productions. For major operas, we contract for three periods with Artis-Naples, Performing Arts Center, who provide dates one year in advance, making it difficult to book opera stars and for sell-out performances. ON needs a venue where we can decide when and what to present to our audiences. Audience Development-The majority of our audience is in the 50+ year old range. We need to attract younger audiences. Based on Opera America research, they don’t know what to wear, whom to ask to accompany them and don’t think they “fit in”. They want to be able to have refreshments and socialize. Board Development-Opera Naples is cycling from a committee-driven Founding Board to the next board cycle of a fundraising and governing Board of Trustees charged with ensuring financial sustainability, determining future direction, and recruiting new members who reflect the diverse demographics of the community.

Our Sustainable Development Goals

Learn more about Sustainable Development Goals.

3 4 5 12

Our programs

What are the organization's current programs, how do they measure success, and who do the programs serve?

SOURCE: Self-reported by organization

Opera Season

Opera Concerts

Resident Artists Program

The Opera Naples Academy

Student Apprentice Program

Summer Youth Program

In-School Tour

Where we work

Our Results

How does this organization measure their results? It's a hard question but an important one. These quantitative program results are self-reported by the organization, illustrating their committment to transparency, learning, and interest in helping the whole sector learn and grow.

SOURCE: Self-reported by organization

Number of students who receive scholarship funds and/or tuition assistance

TOTALS BY YEAR
Population(s) served

No target populations selected

Type of Metric

Other - describing something else

Direction of Success

Increasing

Number of people on the organization's email list

TOTALS BY YEAR
Population(s) served

No target populations selected

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Number of first-time donors

TOTALS BY YEAR
Population(s) served

No target populations selected

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Number of professional artists employed

TOTALS BY YEAR
Population(s) served

No target populations selected

Type of Metric

Output - describing our activities and reach

Direction of Success

Holding steady

Total number of audience members

TOTALS BY YEAR
Population(s) served

No target populations selected

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Number of veterans with PTSD served

TOTALS BY YEAR
Population(s) served

No target populations selected

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context notes

Number of Veterans served from VETTIX

Charting Impact

Five powerful questions that require reflection about what really matters - results.

SOURCE: Self-reported by organization

What is the organization aiming to accomplish?

What are the organization's key strategies for making this happen?

What are the organization's capabilities for doing this?

How will they know if they are making progress?

What have they accomplished so far and what's next?

Goal 1. Attract a growing audience by producing a range of high quality operatic and musical productions. Goal 2. Achieve short-term financial health and establish a sound financial footing for the future. Goal 3. Produce a realistic Fundraising Plan and Increase individual donations from the current level of $400,000 to at least $800,000 by 2024. Goal 4. Identify and secure desirable, cost-effective performance venues that meet artistic requirements Goal 5. Expand educational and community engagement programs. Goal 6. Strengthen Board and Staff Goal 7. Enhance and promote the image, brand, and reputation of Opera Naples.

Goal 1. Attract a growing audience by producing a range of high quality operatic and musical productions Produce FY 20-21 Performance and Program Schedule. Identify more outdoor venues. Present programs for family audiences Goal 2. Achieve short-term financial health and establish a sound financial footing for the future Institutionalize fundraising methodology. Control expenses against plan using enhanced financial controls with line-item expenses by function/department managed monthly. Develop effective fundraising plans for the Annual Campaign. Create a Board of Trustees who pledge a minimum of $50,000 annually for three years. Goal 3. Produce a realistic Fundraising Plan and Increase individual donations from the current level of $400,000 to at least $800,000 by 2024. Develop a list of potential new donors and follow up with them. Add a major fundraising event in the fall. Create trips based on Artistic Director's schedule. Add a minimum of 8 new Board of Directors who give a minimum of $5,000 annually Goal 4. Identify and secure desirable, cost-effective performance venues that meet artistic requirements Optimize the use of the Wang Opera Center by completing the construction of Phase III, informing community groups of the availability of space, and plan for splash opening upon Phase III completion. Establish a list of potential venues; measure against required criteria. Goal 5. Expand educational and community engagement programs. Collaborate with other organizations to produce joint programming Create a list of programs and prioritize by impact, affordability, and fundability. Goal 6. Strengthen Board and Staff Recruit Young Professionals who have connections to wealth and who can provide input into attracting younger audiences. Recruit Prospects: explain expectations, responsibilities, and their role in fundraising prior to accepting them on the board. Goal 7. Enhance and promote the image, brand, and reputation of Opera Naples. Identify marketing and PR needs. Create a plan to address needs and issues.

Venue-There is no other indoor venue in Naples that can provide ON’s requirements. Our Artistic Director has extensive experience producing and conducting in various outdoor venues around the world and has identified requirements for a successful outdoor production. He and a Board Venue Committee have identified Baker Park, a new city park, that has all of the requirements, making it possible to mount a performance shell and stage with audio towers. They are also researching permit and use requirements. Our Production Manager is contacting Orlando equipment and staging providers, and putting together a budget. The Executive Director and Board Chair are talking with United Arts, Cultural and Performing Arts (CAPA), Theatre Zone, Naples Players and other performing arts organizations about creating a partnership to collaborate on a schedule and cost sharing to produce a week-long event. Conversations with the Tourist Development Board about potential funding have been positive. Opera Naples has created a five-year plan with the goal to produce one outdoor concert/opera the first year and then add one each year until year five, when we would produce a two-week festival. In summary, we have the staff, consultants and the artistic expertise to accomplish these goals. Audience Development- Phase III construction on our building during the summer of 2020 will provide: • An enlarged lobby and ticket booth • An Events Room with a wet bar and adjacent restrooms • A Control Booth • Additional seating for fifty This addition will allow us to market opening early before a performance and socializing with friends in the new Events Room in November 2020. Our marketing professional staff will suggest appropriate opera wear, for anyone who has never attended an opera, on Constant Comment and we will target market to young professional organizations. As we develop outdoor performances, we will provide food trucks, a bar, seating areas, and restroom facilities an hour before the production and during intermission. Opera Naples Friends Volunteers will provide “guest services”, including parking, providing directions, taking tickets, and ushering. We will launch a strong direct marketing campaign to young professional and university audiences. Board Development- The Governance Committee is establishing a Board of Trustees whose members have each pledged at least $50,000 per year for three years.To date, we have $1.2M committed. Trustees will serve as the governing board responsible for setting the future vision, hiring the Executive Director and Artistic Director, ensuring financial viability and sustainability. Currently, we have five members committed and are recruiting additional members, drawing up a charter, and creating governance materials. The Executive Director is a Board Source Certified Governance Trainer and is proficient in creating board structure, roles and responsibilities, and developing board manuals and training.

Opera Naples will determine if it’s making progress by: • Recruiting new members to the Boaerd of Trustees. • Recruiting 8 new bembers to the Board of Directors • Raising remaining funds for Phase III construction • Increasing the number of donors • Expanding the number of season ticket purchasers • Broadening the number of recurring donors • Enlarging the number of young audience members • Deciding our own dates for main stage productions.

Opera Naples has: • progressed from presenting small operas in high schools to performing in the Wang Opera Center 300 seat black box theatre to mounting main stage operas in Artis-Naples Performing Arts 1400 seat theatre. • hired an internationally recognized Artistic Director and conductor, who has spearheaded the artistic program for the past five years • set up a Resident Artists Program • increased the number of underserved elementary school children to 4,000 annually with our School Tour Program • established an Academy where we train young singers • expanded the number of assisted living facilities where we present “Singing for Smiles” to seniors • increased revenues from outreach presentations to community organizations • added Beaux Arts Series and Naples’ Best Jazz & Blues Series under the Wang Opera Center umbrella to broaden our audience • renovated an existing building to create the Wang Opera Center(WOC) as the flagship facility for Opera Naples, allowing the organization the opportunity to strengthen and enhance it’s performance schedule, educational programs and community partnerships and to provide staff offices and space for costumes, props, and set pieces. The first performance took place in 2016. During the summer of 2020, Phase III construction on the Wang Opera Center will commence. It will: expand the seating by 20%; increase the lobby square footage; create a new ticketing center; add an Events Room with a wet bar and adjacent restrooms; and build and outfit a control booth. Next Spring we will add family opera programs at the Wang Opera Center.

External Reviews

Awards

Financials

Opera Naples, Inc.

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Operations

The people, governance practices, and partners that make the organization tick.

Need more info?

FREE: Gain immediate access to the following:

  • Address, phone, website and contact information
  • Forms 990 for 2018, 2017 and 2016
  • A Pro report is also available for this organization.

See what's included

Board Leadership Practices

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section, which enables organizations and donors to transparently share information about essential board leadership practices.

SOURCE: Self-reported by organization

BOARD ORIENTATION & EDUCATION

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?

Yes

CEO OVERSIGHT

Has the board conducted a formal, written assessment of the chief executive within the past year?

Yes

ETHICS & TRANSPARENCY

Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year?

Yes

BOARD COMPOSITION

Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?

Yes

BOARD PERFORMANCE

Has the board conducted a formal, written self-assessment of its performance within the past three years?

Yes

Organizational Demographics

Who works and leads organizations that serve our diverse communities? This organization has voluntarily shared information to answer this important question and to support sector-wide learning. GuideStar partnered on this section with CHANGE Philanthropy and Equity in the Center.

SOURCE: Self-reported; last updated 03/20/2020

Leadership

The organization's leader identifies as:

Race & Ethnicity
White/Caucasian/European
Gender Identity
Female, Not Transgender (Cisgender)

The organization's co-leader identifies as:

Race & Ethnicity
Hispanic/Latino/Latina/Latinx
Gender Identity
Male, Not Transgender (Cisgender)
Sexual Orientation
Decline to state
Disability Status
Decline to state

Race & Ethnicity

Gender Identity

Sexual Orientation

No data

Disability

No data

Equity Strategies

Last updated: 03/20/2020

Policies and practices developed in partnership with Equity in the Center, a project that works to shift mindsets, practices, and systems within the social sector to increase racial equity. Learn more

Data

done
We review compensation data across the organization (and by staff levels) to identify disparities by race.
done
We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
done
We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.