Arts, Culture, and Humanities

ALAMO CITY OPERA

San Antonio, TX   |  www.alamocityopera.org

Mission

Alamo City Opera’s mission is to produce, present, and foster highest-quality intimate opera in San Antonio and its surrounding areas, consistent with financially stable and sustainable operations.

Ruling year info

2012

General Director

Mark Anton Richter

Main address

8603 Botts Lane

San Antonio, TX 78217 USA

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Formerly known as

OPERA PICCOLA OF SAN ANTONIO

OPERA PICCOLA OF SAN ANTONIO

EIN

45-4562793

Cause area (NTEE code) info

Opera (A6A)

Performing Arts (A60)

Arts Service Activities/Organizations (A90)

IRS filing requirement

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

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Communication

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

Alamo City Opera is working hard to achieve a financial goal to set aside for times when ticket sales do not reach their anticipated projections. Artistically, the company is endeavoring to produce opera that is focused on the Latin American audiences of San Antonio.

Our programs

SOURCE: Self-reported by organization

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

2017-2018 Alamo City Opera Season

We wish to create opportunity. The purpose of each program is for audiences to experience the full breadth of the operatic repertoire in intimate performances that aspire to achieve world class standards. Experienced artists are able to take risks in a nurturing environment, through professional debuts, major role debuts, and in repertoire that they may not otherwise have the chance to explore. Directors and designers can create original productions rather than adapt to existing ones. Young artists grow as they develop their own unique artistic voices. Students and educators can learn through opera while discovering the joys of performing arts. The season serves the entire community of San Antonio, able to explore how the arts reflect and affect our lives today. In our vision, everyone will have the opportunity to make opera a part of their lives. The 2017-2018 Season includes 3 weekends of professional opera at various venues across the city. November 4, 2017 Opera in the Park #3 February 3 & 4, 2018 A Little Night Music by Sondheim June 9 & 10, 2018 Maria de Buenos Aires, by Astor Piazzolla Program success will measured by ticket sales, critical review, director's assessments seasonal survey's taken from the audience, the opera's contributors and evaluation committee which makes its recommendations to the opera's Board of Directors.

Population(s) Served
Adults
People of Latin American descent
Budget
$287,500

Where we work

Affiliations & memberships

OPERA America 2015

OPERA America 2016

OPERA America 2017

OPERA America 2018

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Total number of paid admissions

This metric is no longer tracked.
Totals By Year
Population(s) Served

General/Unspecified

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Total number of free admissions

This metric is no longer tracked.
Totals By Year
Population(s) Served

Adolescents (13-19 years)

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Total number of off-site performances held

This metric is no longer tracked.
Totals By Year
Population(s) Served

General/Unspecified

Type of Metric

Output - describing our activities and reach

Direction of Success

Holding steady

Total number of free performances given

This metric is no longer tracked.
Totals By Year
Population(s) Served

General/Unspecified

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Increasing

Total free seats filled for open rehearsals

This metric is no longer tracked.
Totals By Year
Population(s) Served

Adolescents (13-19 years)

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Total number of open rehearsals

This metric is no longer tracked.
Totals By Year
Population(s) Served

General/Unspecified

Type of Metric

Output - describing our activities and reach

Direction of Success

Holding steady

Number of favorable critic reviews/awards of art produced given by media or peers

This metric is no longer tracked.
Totals By Year
Population(s) Served

General/Unspecified

Type of Metric

Context - describing the issue we work on

Direction of Success

Increasing

Total number of paid seats filled for performances

This metric is no longer tracked.
Totals By Year
Population(s) Served

General/Unspecified

Type of Metric

Output - describing our activities and reach

Direction of Success

Holding steady

Average dollar price for performance tickets

This metric is no longer tracked.
Totals By Year
Population(s) Served

General/Unspecified

Type of Metric

Input - describing resources we use

Direction of Success

Holding steady

Total number of performances

This metric is no longer tracked.
Totals By Year
Population(s) Served

General/Unspecified

Type of Metric

Output - describing our activities and reach

Direction of Success

Holding steady

Hours arts space has been rented

This metric is no longer tracked.
Totals By Year
Population(s) Served

General/Unspecified

Type of Metric

Input - describing resources we use

Direction of Success

Increasing

Charting impact

SOURCE: Self-reported by organization

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

What is the organization aiming to accomplish?

Alamo City Opera productions are fully mounted, thereby giving the artists (singers, musicians, designers and support staff) the chance to expand their potential by experiencing an actual performance. Ticket prices for our fully-produced operas have been about half the cost of other professional opera companies in Texas.<br/><br/>For people who have not had the good fortune to experience well performed opera in the proper environment, it seems to be a rarefied art form. Many consider it elitist, citing foreign language performances and expensive tickets as barriers. Strange then, that as a performing art, it is the most widely accepted throughout the world, and across all social, economic, and cultural barriers. In reality, opera is the one art form best able to embrace, and be embraced by, all people.<br/><br/>It has always been the goal of Alamo City Opera to provide high quality opera to a wide audience for a ticket price that allows attendance by all people. It has also been our goal to provide, here in San Antonio, a paying venue for the region's many talented young opera professionals, as well as providing the opportunity for them to work with nationally known artists. We have focused our attention on the standard repertoire since it provides young singers with the roles they will need to enter the professional marketplace and since. It also provides the audience the chance to hear excellent singers in favorite operas. Our venue, The Empire Theatre, is relatively small, barely 800 seats. This provides an incredibly intimate setting for our presentations, a truly moving experience when audience and performers connect, an event rare in the larger halls in which most operas are performed. The stage has technical limits, not so severe as to hamper a full production, but definite enough that we will never be able to put more emphasis on production values than on the true heart of opera, the voices and the music.

Strategies used is fulfilling our goals are many methods of evaluation and comment from the opera's audiences, talent, directors, contributors and critics. Goals are assessed and sometimes changed depending on the direction of the company. Alamo City Opera will soon be conducting its first Long Term Planning Report.

ACO has many capabilities of successfully fulfilling its goals in the programming and execution, but needs to increase its administrative support system. Each program has the technical, directorial and musical talent to achieve each goal, but the staff of a few is at times overworked and certainly underpaid. This issue must be resolved soon to provide a balance between the artistic and administrative arms of the opera.

To develop a comprehensive 1-2 year plan for the outreach programs with clearly defined learning goals.<br/>To expand ACO's programming and increase the number of children we are able to serve.<br/>To ensure that all new guest artists are familiar with the ACO process before engaging them in the program<br/>To increase in the number and diversity of students served and broadening of the opera's geographical reach<br/>To make sure Opera ACO's mission, vision, and goals are recognized and understood by all of our constituents<br/>To increase relationships with other opera companies, arts education leaders, and others.

The organization has succeeded in every goal set since its inception. Budgets have grown steadily throughout the last 6 years, and our audiences have increased at a rate of 15% each year. The company's demographic reflects the progress of the organizations stride to produce a diversified opera experience with a 38% Hispanic demographic and an average age of 42. ACO has furthermore exceeded expectations by producing what it promised to produce but also provide for outreach and educational free concerts like Opera in the Park 2015, 2016 and 2017.

Financials

ALAMO CITY OPERA
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Operations

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

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Connect with nonprofit leaders

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  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.

ALAMO CITY OPERA

Board of directors
as of 7/8/2019
SOURCE: Self-reported by organization
Board chair

Carol Karotkin

Alamo City Opera

Term: 2012 - 2018

Michael Gaffney

PixelWorks

Joyce Coleman

Edith McAllister

Leticia Van De Putte

Self_ Employed

Clifford Bueche

Self-Employed

Brent Watkins

Owner Jazz Texas

Veronika Kuest

Kuest Corporation

Alicia Raizen

Educational, Inc.

Trish Staley

Documation

John Phillip Santos

Professor UTSA

Stephanie Oosterveen

Educator SAISD

Kurt May

Attorney

Bianca Centofanti

Manager Luciano Rest.

Lauren Malitz

Owner Dentist

Wayne Woodard

VP Valero

Carol Karotkin

Retired

Nora Cruz

Manager

Veronika Kuest

Owner Kuest Corp.

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and 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 ? No
  • Ethics and 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? No

Keywords

OPERA PICCOLA SAN ANTONIO ALAMO