Ringling College Of Art And Design
Turning passion into profession.
Ringling College Of Art And Design
EIN: 59-0637903
as of September 2023
as of September 18, 2023
Programs and results
What we aim to solve
The College is always searching for opportunities to expand its physical and financial resources to provide a world class art and design education. Among these needs are scholarships for students, state of the art facilities, and residences for our expanding student body. Ringling also seeks to create a comprehensive marketing/branding awareness program to bring clarity to all of the various elements of the College including, its undergraduate curriculum, the Sarasota Art Museum, the Ringling College Library Association, and Osher Lifelong Learning (OLLI) at Ringling College.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Scholarship Fund
Share the Ringling College experience with a student by funding a scholarship. Scholarships provide more than a special gift to bridge the gap between the cost of a college education and resources needed. Donors often feel a family connection to “their” student’s success, and often the connection lasts long after college, when students go on to great careers. With almost 70 employers including Pixar, Disney, DreamWorks, Hallmark, GM, and the CIA recruiting our students, our alumni are reinventing and redefining our culture while helping transform our economy. Scholarship gifts are investments in: Creativity - to enable talented, deserving students to gain the lifelong benefits of a quality education. Society - to help graduates gain knowledge, abilities, experience and values to be tomorrow’s leaders. Ringling College - to attract the best and brightest students through a generous scholarship program.
Academic Programs
Ringling College of Art and Design is well-known for innovative ideas in its academic areas: Business of Art & Design, Creative Writing, Computer Animation, Entertainment Design, Film, Fine Arts, Game Art, Graphic Design, Illustration, Interior Design, Motion Design, Photography & Imaging, Virtual Reality, and Visual Studies. As an institution built on creativity, we are experts at building new programs related to art and design that help broaden the curriculum to grow the creative thought leaders of tomorrow. The college’s mantra is “preeminence,” including faculty who are passionate about their subject matter and who serve as great teachers as well as creative leaders and working professionals. The curriculum weaves in specialized experience of the faculty and feedback from major companies so that our courses and majors anticipate what employers need and want in their businesses and organizations. Ringling College also focuses on “soft skills” – emotional intelligence, communication, presentation ability, workplace maturity, and collaboration.
Community Engagement
Community engagement programs are for those who live or visit Southwest Florida. Our programming has something for everyone. The Ringling College Digital + Studio Arts offers classes and workshops for children, teens, and adults. Classes offer community members an opportunity to explore illustration, photography, sculpture, and more. Osher Lifelong Learning Institute (OLLI) at Ringling College serves thousands of adult students through distinct adult learning programs. Ringling College has transformed the historic Sarasota High School into the Sarasota Art Museum, a contemporary art museum that celebrated its grand opening in December 2019. The Englewood Art Center focuses on education, exhibitions, and events. It serves as a catalyst for creativity in southern Sarasota and Charlotte Counties.
Where we work
Accreditations
Council for Interior Design - Accreditation 2017
National Association of Schools of Art and Design - Accreditation 2017
Southern Association of Colleges and Schools 2017
Awards
Affiliations & memberships
Association of Fundraising Professionals - Member 2017
Southern Association of Colleges and Schools (SACS) 2017
External reviews

Photos
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of participants attending course/session/workshop
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Degree seeking students
Number of full-time equivalent students per full-time faculty member
This metric is no longer tracked.Totals By Year
Related Program
Academic Programs
Type of Metric
Input - describing resources we use
Direction of Success
Holding steady
Number of new donors
This metric is no longer tracked.Totals By Year
Type of Metric
Input - describing resources we use
Direction of Success
Increasing
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
Goals & Strategy
Learn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
Ringling College of Art and Design recognizes that artists and designers play a significant role in society. The College's primary mission is to provide programs leading to degrees that prepare students to be discerning visual thinkers and ethical practitioners in their chosen area of art and design.
Visual arts professionals must understand diverse aspects of past and present cultures, and develop their capacity for creative expression and effective communication. Ringling's curriculum, therefore, balances the teaching of technical knowledge and skills with the development of critical, conceptual and creative abilities and supports courses that provide historical, multicultural, global and future perspectives. Ringling faculty consists of professionally active and teaching-oriented artists, designers and scholars.
Ringling College of Art and Design strives to enroll both full- and part-time students from diverse backgrounds who intend to become professionals in the visual arts. Through its policies and practices, the College supports excellence in teaching and fosters the aesthetic, intellectual, professional, personal, and social development of its students. Academic programs and advising, career services, and an extensive co-curricular student life program prepare students for an art or design profession, or when appropriate, for continued studies on the graduate level.
In addition to its degree program, Ringling College offers courses, lectures, exhibitions and other art-related services to the local and regional community through its gallery, library, continuing education and community service programs.
Through the efforts of its Board of Trustees, administrators, faculty, support staff, alumni, and friends, Ringling endeavors to provide the necessary resources, services and environment to fulfill its institutional mission.
What are the organization's key strategies for making this happen?
Ringling College's strategies for making this happen include:
Reinvestment in education: We outspend our competition by putting more money back into our academic programs, facilities, and services. Existing programs strengthen--and new programs related to art and design help broaden--the curriculum.
A focus on relationships: Open communication and authentic relationships are what identifies a Ringling College experience, whether that be as a student, parent, colleague, donor, community member, or art lover.
Recognition of value: Like all private colleges, at first glance our tuition appears expensive. But a conscientious eye reveals that teaching art and design is highly individualized. Our average student to faculty ratio is about 11 to 1, much lower than other colleges.
What are the organization's capabilities for doing this?
As a non-for-profit organization, Ringling is committed to constant reinvestment of its proceeds to further its mission. It is guided in this effort by the College's Strategic Plan and its Campus Master Plan. To facilitate this, the College has developed a robust Office for Advancement which continues to grow philanthropic giving. These resources have made a visible and lasting effect on the campus including the Alfred R. Goldstein Library (opened in January 2017), the Richard & Barbara Basch Visual Arts Center (opened in August 2017), the Sarasota Art Museum (opened in 2019) and an expansion of scholarship funds including the Masterpiece Scholarship, that provides full tuition for a deserving student.
Other divisions of the College such as the Career Center and Alumni Relations build and nurture life-long bonds between students, alumni, and parents. Ringling students have unending access to Career Center resources and the Alumni office provides mentorship and networking opportunities.
Ringling is also committed to the Sarasota community above and beyond its students. Community engagement includes nine campus galleries open to the public, the Sarasota Art Museum, the Englewood Arts Center, continuing education programs such as Pre-College and Studio + Digital Arts, and the Osher Lifelong Learning Institute. The College also hosts many community events on campus that exposes people to the Ringling Campus.
In order to, “Shatter the Myth of the Starving Artist™" Ringling invites nearly 100 recruiters including Disney, Pixar, Dreamworks, Hallmark, and federal agencies to meet with its students to explore internship and employment opportunities. Of those alums who respond to institutional surveys, over 80% are employed within one year of graduation. The College seeks to create practice ready professionals who can quickly advance within their chosen careers.
The College has a strong philanthropic base of support lead by its engaged Board of Trustees who see and believe in the Ringling vision. The Board helps to shape the strategic direction of the College with its time, talent, and treasure.
What have they accomplished so far and what's next?
Within a span of less than twenty years, Ringling College has gone from 45 buildings on campus to 130 including a new residency hall that opened in 2020. As a result of increased fundraising efforts and donor engagement over the last two decades, we have increased the total scholarships that Ringling College is able to provide. Ringling College has committed to providing 100% of students with some form of financial assistance for the 2023-2024 academic year.
Ringling aims to become the preeminent Art and Design College in America.
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2022 info
0.54
Months of cash in 2022 info
5.5
Fringe rate in 2022 info
33%
Funding sources info
Assets & liabilities info
Financial data
Ringling College Of Art And Design
Revenue & expensesFiscal Year: Jun 01 - May 31
Ringling College Of Art And Design
Balance sheetFiscal Year: Jun 01 - May 31
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: Jun 01 - May 31
This snapshot of Ringling College Of Art And Design’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 | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Unrestricted surplus (deficit) before depreciation | $15,502,655 | $25,136,611 | $38,176,615 | $28,163,166 | $28,172,827 |
As % of expenses | 21.3% | 32.1% | 44.4% | 33.1% | 31.0% |
Unrestricted surplus (deficit) after depreciation | $4,541,143 | $12,569,664 | $23,892,030 | $11,408,675 | $10,949,701 |
As % of expenses | 5.4% | 13.8% | 23.8% | 11.2% | 10.1% |
Revenue composition info | |||||
---|---|---|---|---|---|
Total revenue (unrestricted & restricted) | $97,721,876 | $105,770,790 | $114,783,353 | $105,999,819 | $119,229,866 |
Total revenue, % change over prior year | 16.9% | 8.2% | 8.5% | -7.7% | 12.5% |
Program services revenue | 79.8% | 81.8% | 79.3% | 84.3% | 84.7% |
Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Investment income | 1.8% | 2.0% | 1.8% | 1.0% | 1.2% |
Government grants | 1.2% | 0.4% | 0.9% | 3.0% | 3.3% |
All other grants and contributions | 17.5% | 15.3% | 18.9% | 11.8% | 11.4% |
Other revenue | -0.2% | 0.6% | -0.9% | -0.1% | -0.7% |
Expense composition info | |||||
---|---|---|---|---|---|
Total expenses before depreciation | $72,757,208 | $78,336,326 | $85,982,488 | $85,021,637 | $90,748,939 |
Total expenses, % change over prior year | 12.3% | 7.7% | 9.8% | -1.1% | 6.7% |
Personnel | 43.7% | 44.1% | 42.7% | 44.5% | 42.7% |
Professional fees | 13.5% | 12.0% | 10.6% | 10.8% | 11.7% |
Occupancy | 5.0% | 5.3% | 5.1% | 5.4% | 3.1% |
Interest | 4.8% | 5.8% | 5.5% | 5.8% | 5.4% |
Pass-through | 22.0% | 23.1% | 23.3% | 25.3% | 26.3% |
All other expenses | 11.0% | 9.8% | 12.7% | 8.2% | 10.8% |
Full cost components (estimated) info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Total expenses (after depreciation) | $83,718,720 | $90,903,273 | $100,267,073 | $101,776,128 | $107,972,065 |
One month of savings | $6,063,101 | $6,528,027 | $7,165,207 | $7,085,136 | $7,562,412 |
Debt principal payment | $0 | $3,148,670 | $0 | $9,647,494 | $3,954,099 |
Fixed asset additions | $44,087,389 | $54,765,939 | $50,817,976 | $20,581,786 | $27,141,850 |
Total full costs (estimated) | $133,869,210 | $155,345,909 | $158,250,256 | $139,090,544 | $146,630,426 |
Capital structure indicators
Liquidity info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Months of cash | 10.7 | 4.3 | 6.7 | 5.5 | 5.5 |
Months of cash and investments | 19.5 | 12.3 | 14.3 | 14.6 | 13.1 |
Months of estimated liquid unrestricted net assets | 2.8 | 2.0 | 6.9 | 6.0 | 5.3 |
Balance sheet composition info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Cash | $64,717,960 | $28,049,741 | $47,907,181 | $38,743,160 | $41,529,868 |
Investments | $53,335,671 | $52,206,506 | $54,829,555 | $64,598,259 | $57,481,236 |
Receivables | $15,411,511 | $17,015,972 | $20,006,929 | $18,963,259 | $16,663,421 |
Gross land, buildings, equipment (LBE) | $284,530,862 | $337,360,427 | $384,971,266 | $403,422,092 | $413,959,074 |
Accumulated depreciation (as a % of LBE) | 35.7% | 33.2% | 32.0% | 34.2% | 33.4% |
Liabilities (as a % of assets) | 48.3% | 45.4% | 49.6% | 46.3% | 44.8% |
Unrestricted net assets | $68,045,649 | $109,456,223 | $133,348,253 | $144,756,928 | $155,706,629 |
Temporarily restricted net assets | $73,426,968 | $43,483,549 | N/A | N/A | N/A |
Permanently restricted net assets | $26,641,853 | $28,944,490 | N/A | N/A | N/A |
Total restricted net assets | $100,068,821 | $72,428,039 | $65,607,803 | $68,495,468 | $66,138,904 |
Total net assets | $168,114,470 | $181,884,262 | $198,956,056 | $213,252,396 | $221,845,533 |
Key data checks
Key data checks info | 2018 | 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
Principal Officer
Dr. Larry R. Thompson
CEO of Flint Cultural Center in Flint, MI. Oversaw all aspects of 9 cultural institutions on the Cultural Center campus (1993-99); CEO/Executive Director of the Rock and Roll Hall of Fame and Museum in Cleveland, Ohio. Oversaw the fundraising for and development and creation of this 130,000 sq. ft. museum (1988-1992); Special Assistant to President of Ohio State University in Columbus, Ohio. Acted as general counsel to OSU and management troubleshooter for this complex state university with 50,000+ students. Also was adjunct professor of law. (1981-1988); Attorney with Vorys Sater Seymour and Pease in Columbus, Ohio.(1976-1981). Served primarily higher education clients in this large law firm, including litigation, commercial transactions, non-profit management, tenure rights, constitutional issues, etc.
Number of employees
Source: IRS Form 990
Ringling College Of Art And Design
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
Ringling College Of Art And Design
Highest paid employeesSOURCE: IRS Form 990
Compensation data
Ringling College Of Art And Design
Board of directorsas of 08/04/2023
Board of directors data
Mr. Michael Klein
Retired
Term: 2022 - 2023
Dean Eisner
Community Volunteer
James Ericson
Community Volunteer
Ariane Dart
Community Volunteer
Jean Martin
Community Volunteer
Richard Rivera
Community Volunteer
Rajesh Soin
Community Volunteer
Janet Schmidt
Community Volunteer
George Miles
Community Volunteer
Larry Thompson
Ringling College of Art and Design
Robert Bartner
Community Volunteer
Larry Garberding
Community Volunteer
Michael Klein
Community Volunteer
Mary Ann Meyer
Community Volunteer
Teri Hansen
Community Volunteer
Flora Major
Community Volunteer
Joel Morganroth
Community Volunteer
Ali Bahaj
Business Executive
Alex Beavers
Business Executive
Elaine Crouse
Retired
Maurice Cunniffe
Retired
Nancy Markle
Business Executive
Karl Newkirk
Business Executive
Rosemary Oberndorf
Retired
Frank Martucci
Community Volunteer
Samuel Samelson
Community Volunteer
Willie Stanfield
Community Volunteer
Steven Hutchinson
Community Volunteer
Jonathan Mitchell
Community Volunteer
Dale Strohl
Community Volunteer
Ravindranath (Ravi) Akhoury
Community Volunteer
Ray Dillman
Alum
Ping Faulhaber
Community Volunteer
William (Bill) Kahane
Community Volunteer
Amy Kaslow
Community Volunteer
Elenor Maxheim
Community Volunteer
Arianna McAniff
Alum
Sam Scott
Community Volunteer
Jackie Tilton
Community Volunteer
Liz Walker
Reverand
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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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 -
Board performance
Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes
Contractors
Fiscal year endingProfessional fundraisers
Fiscal year endingSOURCE: IRS Form 990 Schedule G