PLATINUM2024

Venice Institute for Performing Arts Center Management Inc

Educate. Sustain. Innovate. Inspire.

aka The Venice Institute For Performing Arts   |   Venice, FL   |  myvipa.org

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GuideStar Charity Check

Venice Institute for Performing Arts Center Management Inc

EIN: 81-1190704


Mission

The Venice Institute for Performing Arts sustains the local arts community through innovative educational programs and inspires the community with first-class entertainment.

Ruling year info

2016

Executive Director

Mr. Derek Blankenship

Founder / Board Secretary and Treasurer

Mrs. Bonnie B Hartley

Main address

1 Indian Ave, Building 5

Venice, FL 34285 USA

Show more contact info

EIN

81-1190704

Subject area info

Arts education

Performing arts

Elementary education

Middle school education

Secondary education

Population served info

Children and youth

Adults

NTEE code info

orming Arts (Aer)

Primary/Elementary Schools (B24)

Secondary/High School (B25)

IRS subsection

501(c)(3) Public Charity

IRS filing requirement

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

Tax forms

Communication

What we aim to solve

SOURCE: Self-reported by organization

Development of accredited transferrable skills for Venice High School students: The Venice community has an average age of 69 years and a large gap in educated, working young professionals. Noting this absence, the Institute created its Apprenticeship and Internship programs to not only inspire and stimulate students beyond the standard classroom environment, but to establish a workforce of well-trained millennials with career-ready skills. According to a 2018 study done by WalletHub, the state of Florida is the tenth worst state in the country in terms of millennial economic opportunity, and Sarasota County is no exception. With this program, VIPA is shaping the future development of our community by investing in one of South West Floridas most invaluable assets: its students. We are advancing this program by working in conjunction with the Sarasota County School District and Venice High School Administration and Faculty to provide certification credential opportunities.

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?

Apprenticeship Program

The Apprenticeship Program is a unique experience for Venice High School juniors and seniors to earn a wage and learn valuable skills while working on professional performances that come through the Venice Performing Arts Center. Apprentices are given the opportunity to work hands-on with industry professionals in all areas of the performing arts including lighting, rigging, sound, front of house, box office, and hospitality. These on-the-job skills are supplemented through one-on-one training via masterclasses and workshops.

This program teaches students not only valuable trade skills but also life skills including creativity, communication, collaboration, project management, critical thinking, and empathy. Students who have graduated from this program have gone on to work for the stagehands union IATSE and work as managers for local bands. Students have also gone on to study both performing and non-performing arts degrees at the university level.

Population(s) Served
Adolescents
Young adults

VIPA offers enriching masterclasses for Tri-M and Theatre Tech students at Venice High School. Led by VIPA's sound expert and Technical Director, the Sound Tech Masterclass provides Tri-M students with in-depth knowledge and practical experience in sound technology. Additionally, VIPA Assistant Technical Director, a dedicated professional, collaborates daily with Theatre Tech students, guiding them in creating sets for Venice High School Drama plays and musicals. These programs combine theoretical learning with hands-on application, preparing students for real-world challenges in the performing arts.

Population(s) Served
Adolescents
Young adults

In collaboration with the local IATSE (International Alliance of Theatrical Stage Employees) chapter, VIPA offers free technical theater classes. These classes are aimed at educating students from local schools and organizations in various technical aspects of theater. Covering Basic Lighting and Electrics, Lighting Design, and Rigging, these classes provide practical skills and create networking opportunities for students to join IATSE or secure theater jobs. VIPA apprentices also benefit from this knowledge, applying it in VIPA and Performing Arts Organization performances, gaining invaluable industry experience.

Population(s) Served
Adolescents

As management body for the Venice Performing Arts Center (VPAC), VIPA plays a pivotal role in enriching Venice's cultural landscape. Our comprehensive programming, which includes managing 190 diverse shows annually in collaboration with community performing arts organizations, demonstrates our commitment to fostering a dynamic arts scene.

VIPA's strategic and operational management of the VPAC has not only provided a platform for local and visiting artists but also significantly contributed to the local economy by attracting wide audience participation. The collaboration with various community arts organizations underlines our dedication to inclusivity and community engagement.

Population(s) Served
Children and youth
Adults
Families
Retired people
Artists and performers

Where we work

Awards

Best of Venice Live Performance Venue 2023

Venice Gondolier

Best of Venice Finalist - Live Theatre 2023

Venice Gondolier

Non-Profit of the Year Finalist 2023

Venice Chamber of Commerce

Affiliations & memberships

Venice Area Chamber of Commerce 2017

Our results

SOURCE: Self-reported by organization

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

Total dollars paid to artists

This metric is no longer tracked.
Totals By Year
Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

2020 Total dollars paid to artist is $0 due to Covid.

Total number of paid admissions

This metric is no longer tracked.
Totals By Year
Related Program

Apprenticeship Program

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

Includes ticket sells for rentals and VIPA hosted events.

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

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

Our objective is to promote the performing arts and bring culture to Venice and the surrounding areas while mentoring students through our educational programs. The Institute works closely with students throughout the county to encourage involvement within the world of the performing arts, as well as the community. The number one goal of these educational opportunities is to provide students with career-ready skills upon graduation and help to support a vocational workforce. The Institute presents a series of diverse and electrifying performances each season that appeals to a wide variety of demographics. Our work is about bringing the different cultures and traditions from across the globe right here to our community, to not only entertain our patrons but to draw new audience members to the area and make the Arts Live in Venice.

As a developing nonprofit, we are extremely aware of our fiscal responsibility to our stakeholders - including the Sarasota County School Board, the City of Venice, three local performing arts nonprofits that rely on our services, staff members, volunteers, donors, and students. The Covid-19 pandemic necessitated the closure of our performing arts center as a public space thereby eliminating our main source of income. We have developed a detailed financial and operational plan to reinvigorate the organization and have resumed public activities now that covid restrictions are over. We have maintained close relationships with artists, agents, and managers throughout the pandemic closure period to assure our continued pipeline of productions.

For the 2016 and 2017 seasons, the Institute experienced a 25% growth in ticket sales, and a 152% growth in the 2018 fiscal year. We experienced approximately 20% growth of ticket sales in our 2018-2019 season. Our first three years required significant financial inputs from our founders and other donors to support our growth. Our expectation was achieving financial sustainability in the 2019-2020 season when Covid-19 brought our production schedule to a complete halt. We raised an additional $100,000 from our founders and donors to support the organization's basic operating capability and keep us prepared to resume operations when public health officials deemed it safe. We have contracted for over 20 productions in the 2021-2022 season as a result and have resumed our Apprentice and Intern programs. We have rebuilt our management staff and have moved forward into the 2023-2024 season with a compelling line up of productions. Our show schedule and calendar for the 2024-2025 season brings back many of the favorite performances of past years while introducing some new and exciting acts.

We have re-built our operational staff and resumed operations with a full schedule of high quality artists.

Financials

Venice Institute for Performing Arts Center Management Inc
Fiscal year: Jul 01 - Jun 30

Revenue vs. expenses:  breakdown

SOURCE: IRS Form 990 info
NET GAIN/LOSS:    in 
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.

Liquidity in 2022 info

SOURCE: IRS Form 990

0.60

Average of 0.82 over 7 years

Months of cash in 2022 info

SOURCE: IRS Form 990

4.6

Average of 2.4 over 7 years

Fringe rate in 2022 info

SOURCE: IRS Form 990

9%

Average of 6% over 7 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990

Venice Institute for Performing Arts Center Management Inc

Revenue & expenses

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data

Venice Institute for Performing Arts Center Management Inc

Balance sheet

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.

Fiscal year ending: cloud_download Download Data

Venice Institute for Performing Arts Center Management Inc

Financial trends analysis Glossary & formula definitions

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

This snapshot of Venice Institute for Performing Arts Center Management Inc’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.

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Business model indicators

Profitability info 2017 2019 2020 2021 2022
Unrestricted surplus (deficit) before depreciation -$210,636 $2,159 -$89,530 $15,896 -$176,335
As % of expenses -20.4% 0.2% -8.1% 8.8% -16.5%
Unrestricted surplus (deficit) after depreciation -$211,970 -$3,032 -$97,370 $7,785 -$191,120
As % of expenses -20.5% -0.3% -8.8% 4.1% -17.6%
Revenue composition info
Total revenue (unrestricted & restricted) $822,336 $1,203,487 $1,017,668 $198,960 $899,904
Total revenue, % change over prior year 219.6% 0.0% -15.4% -80.4% 352.3%
Program services revenue 52.3% 68.5% 75.1% 47.8% 82.2%
Membership dues 0.0% 0.0% 0.0% 0.0% 0.0%
Investment income 0.0% 0.0% 0.0% 0.0% 0.0%
Government grants 0.0% 0.0% 4.5% 34.3% 8.3%
All other grants and contributions 47.7% 31.5% 20.2% 17.9% 9.4%
Other revenue 0.0% 0.0% 0.2% 0.0% 0.1%
Expense composition info
Total expenses before depreciation $1,034,302 $1,201,328 $1,104,952 $180,384 $1,071,232
Total expenses, % change over prior year 536.6% 0.0% -8.0% -83.7% 493.9%
Personnel 21.9% 21.6% 30.3% 54.2% 32.6%
Professional fees 8.0% 7.7% 3.8% 6.9% 2.7%
Occupancy 0.4% 0.6% 6.8% 7.7% 1.3%
Interest 0.0% 0.0% 0.8% 0.1% 0.0%
Pass-through 0.0% 0.0% 1.2% 2.8% 0.8%
All other expenses 69.7% 70.1% 57.1% 28.3% 62.7%
Full cost components (estimated) info 2017 2019 2020 2021 2022
Total expenses (after depreciation) $1,035,636 $1,206,519 $1,112,792 $188,495 $1,086,017
One month of savings $86,192 $100,111 $92,079 $15,032 $89,269
Debt principal payment $300 $0 $0 $16,224 $0
Fixed asset additions $16,800 $24,899 $8,288 $0 $45,243
Total full costs (estimated) $1,138,928 $1,331,529 $1,213,159 $219,751 $1,220,529

Capital structure indicators

Liquidity info 2017 2019 2020 2021 2022
Months of cash 0.6 1.0 0.7 1.4 4.6
Months of cash and investments 0.6 1.0 0.7 1.5 6.3
Months of estimated liquid unrestricted net assets -1.6 -0.6 -1.2 -7.0 -3.3
Balance sheet composition info 2017 2019 2020 2021 2022
Cash $54,472 $96,954 $68,302 $21,573 $407,969
Investments $0 $0 $500 $500 $156,892
Receivables $20,060 $3,710 $6,115 $9,000 $10,344
Gross land, buildings, equipment (LBE) $23,083 $49,227 $57,514 $57,514 $102,757
Accumulated depreciation (as a % of LBE) 7.4% 17.8% 28.8% 42.9% 38.4%
Liabilities (as a % of assets) 216.2% 107.9% 177.5% 205.9% 142.6%
Unrestricted net assets -$117,486 -$15,107 -$112,477 -$104,692 -$295,812
Temporarily restricted net assets $0 $0 N/A N/A N/A
Permanently restricted net assets $0 $0 N/A N/A N/A
Total restricted net assets $0 $0 $2,246 $4,926 $9,933
Total net assets -$117,486 -$15,107 -$110,231 -$99,766 -$285,879

Key data checks

Key data checks info 2017 2019 2020 2021 2022
Material data errors No No No No No

Operations

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

Documents
Form 1023/1024 is not available for this organization

Executive Director

Mr. Derek Blankenship

Derek Blankenship started with VIPA as the Director of Education and General Operations. In this role he served over 2,000 students through the VIPA Apprentice Program, the Venice High School Fine Arts programs, as well as events at the Venice Performing Arts Center serving the greater Sarasota/Venice area. Derek's education includes degrees in Trumpet Performance from Appalachian State University (BM), The University of South Florida (MM) and post-graduate studies as a Doctoral Fellow at The University of Oklahoma. He performed professionally as a trumpeter and taught all levels of students for over twenty years throughout the United States and abroad before transitioning into education and fine arts management. In his new role as the executive director for Venice Institute for Performing Arts Management he uses his musical experience to bring first-class entertainment to the Sarasota/Venice community through shows and productions at the Venice Performing Arts Center.

Founder / Board Secretary and Treasurer

Bonnie Hartley

Bonnie Brown Hartley, Ph.D., is president of Transition Dynamics Inc, a company that specializes in leveraging change in enterprise. She is a Fellow in the Family Firm Institute and holds their certificate in family wealth advising. In 2010 she and husband, Michael T. Hartley, released the two-CD series, Think Ahead. Her books Sudden Death and Unexpected Wealth were published in 2006. In 2009, she co-authored Family Wealth Transition Planning. Bonnie co-founded and funded the Venice Institute for Performing Arts with her husband, Michael T. Hartley, in 2016.

Number of employees

Source: IRS Form 990

Venice Institute for Performing Arts Center Management Inc

Officers, directors, trustees, and key employees

SOURCE: IRS Form 990

Compensation
Other
Related
Show data for fiscal year
Compensation data
Download up to 5 most recent years of officer and director compensation data for this organization

There are no highest paid employees recorded for this organization.

Venice Institute for Performing Arts Center Management Inc

Board of directors
as of 02/16/2024
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

Mr. Michael T. Hartley

Community Volunteer

Term: 2018 - 2024

Michael Hartley

President

Bonnie Hartley

Treasurer/Secretary

Jess Fronckowiak

Director

Beatrice Holt

Director

Jane Goodwin

Director

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 ? Yes
  • 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