Attach to Form 990 or Form 990-EZ.
Go to
www.irs.gov/Form990 for instructions and the latest information.
| (i) Name of supported organization | (ii) EIN | (iii) Type of organization (described on lines 1- 10 above (see instructions)) | (iv) Is the organization listed in your governing document? | (v) Amount of monetary support (see instructions) | (vi) Amount of other support (see instructions) | |
|---|---|---|---|---|---|---|
| Yes | No | |||||
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Total |
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Calendar year
(or fiscal year beginning in)
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(a) 2018 | (b) 2019 | (c) 2020 | (d) 2021 | (e) 2022 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grant.") .. | 8,264,951 | 9,779,026 | 18,652,455 | 12,344,087 | 11,989,015 | 61,029,534 |
| 2 | Tax revenues levied for the organization's benefit and either paid to or expended on its behalf.... | ||||||
| 3 | The value of services or facilities furnished by a governmental unit to the organization without charge.. | ||||||
| 4 | Total. Add lines 1 through 3 | 8,264,951 | 9,779,026 | 18,652,455 | 12,344,087 | 11,989,015 | 61,029,534 |
| 5 | The portion of total contributions by each person (other than a governmental unit or publicly supported organization) included on line 1 that exceeds 2% of the amount shown on line 11, column (f) .. | 13,618,357 | |||||
| 6 | Public support. Subtract line 5 from line 4. | 47,411,177 | |||||
Calendar year
(or fiscal year beginning in)
![]() |
(a) 2018 | (b) 2019 | (c) 2020 | (d) 2021 | (e) 2022 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 7 | Amounts from line 4.. | 8,264,951 | 9,779,026 | 18,652,455 | 12,344,087 | 11,989,015 | 61,029,534 |
| 8 | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources... | 163,684 | 347,509 | 264,910 | 359,500 | 639,668 | 1,775,271 |
| 9 | Net income from unrelated business activities, whether or not the business is regularly carried on.. | ||||||
| 10 | Other income. Do not include gain or loss from the sale of capital assets (Explain in Part VI.).. | ||||||
| 11 | Total support. Add lines 7 through 10 | 64,819,185 | |||||
Calendar year (or fiscal year beginning in) ![]() |
(a) 2018 | (b) 2019 | (c) 2020 | (d) 2021 | (e) 2022 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 1 | Gifts, grants, contributions, and membership fees received. (Do not include any "unusual grants.") . | ||||||
| 2 | Gross receipts from admissions, merchandise sold or services performed, or facilities furnished in any activity that is related to the organization's tax-exempt purpose | ||||||
| 3 | Gross receipts from activities that are not an unrelated trade or business under section 513 ..... | ||||||
| 4 | Tax revenues levied for the organization's benefit and either paid to or expended on its behalf... | ||||||
| 5 | The value of services or facilities furnished by a governmental unit to the organization without charge | ||||||
| 6 | Total. Add lines 1 through 5 | ||||||
| 7a | Amounts included on lines 1, 2, and 3 received from disqualified persons | ||||||
| b | Amounts included on lines 2 and 3 received from other than disqualified persons that exceed the greater of $5,000 or 1% of the amount on line 13 for the year. | ||||||
| c | Add lines 7a and 7b.. | ||||||
| 8 | Public support. (Subtract line 7c from line 6.) | ||||||
Calendar year (or fiscal year beginning in) ![]() |
(a) 2018 | (b) 2019 | (c) 2020 | (d) 2021 | (e) 2022 | (f) Total | |
|---|---|---|---|---|---|---|---|
| 9 | Amounts from line 6... | ||||||
| 10a | Gross income from interest, dividends, payments received on securities loans, rents, royalties and income from similar sources.. | ||||||
| b | Unrelated business taxable income (less section 511 taxes) from businesses acquired after June 30, 1975. | ||||||
| c | Add lines 10a and 10b. | ||||||
| 11 | Net income from unrelated business activities not included on line 10b, whether or not the business is regularly carried on. | ||||||
| 12 | Other income. Do not include gain or loss from the sale of capital assets (Explain in Part VI.) .. | ||||||
| 13 | Total support. (Add lines 9, 10c, 11, and 12.).. | ||||||
| Section A - Adjusted Net Income | (A) Prior Year |
(B) Current Year (optional) |
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| 1 | Net short-term capital gain | 1 | ||||
| 2 | Recoveries of prior-year distributions | 2 | ||||
| 3 | Other gross income (see instructions) | 3 | ||||
| 4 | Add lines 1 through 3 | 4 | ||||
| 5 | Depreciation and depletion | 5 | ||||
| 6 | Portion of operating expenses paid or incurred for production or collection of gross income or for management, conservation, or maintenance of property held for production of income (see instructions) | 6 | ||||
| 7 | Other expenses (see instructions) | 7 | ||||
| 8 | Adjusted Net Income (subtract lines 5, 6 and 7 from line 4) | 8 | ||||
| Section B - Minimum Asset Amount | (A) Prior Year |
(B) Current Year (optional) |
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| 1 | Aggregate fair market value of all non-exempt-use assets (see instructions for short tax year or assets held for part of year): | 1 | ||||
| a | Average monthly value of securities | 1a | ||||
| b | Average monthly cash balances | 1b | ||||
| c | Fair market value of other non-exempt-use assets | 1c | ||||
| d | Total (add lines 1a, 1b, and 1c) | 1d | ||||
| e |
Discount claimed for blockage or other factors (explain in detail in Part VI): |
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| 2 | Acquisition indebtedness applicable to non-exempt use assets | 2 | ||||
| 3 | Subtract line 2 from line 1d | 3 | ||||
| 4 | Cash deemed held for exempt use. Enter 0.015 of line 3 (for greater amount, see instructions). | 4 | ||||
| 5 | Net value of non-exempt-use assets (subtract line 4 from line 3) | 5 | ||||
| 6 | Multiply line 5 by 0.035 | 6 | ||||
| 7 | Recoveries of prior-year distributions | 7 | ||||
| 8 | Minimum Asset Amount (add line 7 to line 6) | 8 | ||||
| Section C - Distributable Amount | Current Year | |||||
| 1 | Adjusted net income for prior year (from Section A, line 8, Column A) | 1 | ||||
| 2 | Enter 85% of line 1 | 2 | ||||
| 3 | Minimum asset amount for prior year (from Section B, line 8, Column A) | 3 | ||||
| 4 | Enter greater of line 2 or line 3 | 4 | ||||
| 5 | Income tax imposed in prior year | 5 | ||||
| 6 | Distributable Amount. Subtract line 5 from line 4, unless subject to emergency temporary reduction (see instructions) | 6 | ||||
| Section D - Distributions | Current Year | |
|---|---|---|
| 1 Amounts paid to supported organizations to accomplish exempt purposes | 1 | |
|
2
Amounts paid to perform activity that directly furthers exempt purposes of supported organizations, in excess of income from activity |
2 | |
| 3 Administrative expenses paid to accomplish exempt purposes of supported organizations | 3 | |
| 4 Amounts paid to acquire exempt-use assets | 4 | |
| 5 Qualified set-aside amounts (prior IRS approval required - provide details in Part VI) | 5 | |
| 6 Other distributions (describe in Part VI). See instructions | 6 | |
| 7Total annual distributions. Add lines 1 through 6. | 7 | |
|
8
Distributions to attentive supported organizations to which the organization is responsive (provide details in Part VI). See instructions |
8 | |
| 9 Distributable amount for 2022 from Section C, line 6 | 9 | |
| 10 Line 8 amount divided by Line 9 amount | 10 | |
| Section E - Distribution Allocations (see instructions) |
(i) Excess Distributions |
(ii) Underdistributions Pre-2022 |
(iii) Distributable Amount for 2022 |
|
|---|---|---|---|---|
| 1 Distributable amount for 2022 from Section C, line 6 | ||||
|
2
Underdistributions, if any, for years prior to 2022 (reasonable cause required-- explain in Part VI).
See instructions. |
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| 3 Excess distributions carryover, if any, to 2022: | ||||
| a From 2017....... | ||||
| b From 2018....... | ||||
| c From 2019....... | ||||
| d From 2020....... | ||||
| e From 2021....... | ||||
| fTotal of lines 3a through e | ||||
| g Applied to underdistributions of prior years | ||||
| h Applied to 2022 distributable amount | ||||
|
i
Carryover from 2017 not applied (see instructions) |
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| j Remainder. Subtract lines 3g, 3h, and 3i from line 3f. | ||||
| 4Distributions for 2022 from Section D, line 7: | ||||
| $ | ||||
| a Applied to underdistributions of prior years | ||||
| b Applied to 2022 distributable amount | ||||
| c Remainder. Subtract lines 4a and 4b from line 4. | ||||
|
5
Remaining underdistributions for years prior to 2022, if any. Subtract lines 3g and 4a from line 2. If the amount is greater than zero, explain in Part VI. See instructions. |
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6
Remaining underdistributions for 2022. Subtract lines 3h and 4b from line 1. If the amount is greater than zero, explain in Part VI. See instructions. |
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7 Excess distributions carryover to 2023. Add lines 3j and 4c. |
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| 8 Breakdown of line 7: | ||||
| a Excess from 2018..... | ||||
| b Excess from 2019..... | ||||
| c Excess from 2020..... | ||||
| d Excess from 2021..... | ||||
| e Excess from 2022..... | ||||
| Facts And Circumstances Test |
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| Return Reference | Explanation |
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| Software ID: | |
| Software Version: |
Attach to Form 990 or 990-EZ.
Go to www.irs.gov/Form990 for the latest information.
| Return Reference | Explanation |
|---|---|
| FORM 990, PART III, LINE 1, DESCRIPTION OF ORGANIZATION'S MISSION: | THE TAX-EXEMPT PURPOSE OF THE TAMPA BAY PERFORMING ARTS CENTER IS: (A) TO PROMOTE INTEREST IN THE STUDY, CREATION AND DEVELOPMENT OF THE PERFORMING ARTS AND NEW ARTISTIC WORKS. (B) TO ADVANCE THE KNOWLEDGE AND APPRECIATION OF THE GENERAL PUBLIC LOCALLY, NATIONALLY, AND INTERNATIONALLY OF THE PERFORMING ARTS, SPECIFICALLY DRAMA, MUSIC, AND DANCE. (C) TO PROVIDE AND SUPPORT FACILITIES FOR THE EDUCATION OF THE GENERAL PUBLIC IN THE PERFORMING ARTS AND FOR THE PERFORMANCE OF ARTS, DRAMA, DANCE AND MUSIC EVENTS. (D) TO LESSEN THE BURDENS OF GOVERNMENT BY COMBATING COMMUNITY DETERIORATION BY FOSTERING THE DEVELOPMENT IN THE CITY OF TAMPA, THE COUNTY OF HILLSBOROUGH AND THE TAMPA BAY AREA OF AN APPRECIATION OF THE PERFORMING ARTS BY SPONSORING CULTURAL PRESENTATION, SUCH AS PLAYS, MUSICALS AND CONCERTS FOR THE GENERAL PUBLIC. (E) TO EDUCATE THE GENERAL PUBLIC OF THE TAMPA BAY AREA AND BEYOND BY PROVIDING AND ADVANCING THE KNOWLEDGE AND APPRECIATION OF THE CULTURAL ASPECTS OF LIFE SUCH AS DRAMA, MUSIC, AND DANCE. (F) TO AROUSE AND GIVE DIRECTION TO THE CULTURAL LIFE OF THE TAMPA BAY AREA AND BEYOND THROUGH THE PROMOTION OF THE PERFORMING ARTS. (G) TO ENCOURAGE AND PROMOTE THE PERFORMING ARTS, ALONG WITH THE CREATION AND DEVELOPMENT OF NEW PRODUCTIONS; PROVIDED, HOWEVER, THAT THIS ORGANIZATION SHALL NOT DIRECTLY OR INDIRECTLY BENEFIT PRIVATE INDIVIDUALS BUT SHALL BE DEDICATED TO THE ENHANCEMENT OF THE PERFORMING ARTS IN THE CITY OF TAMPA, COUNTY OF HILLSBOROUGH, NATIONALLY AND INTERNATIONALLY. (H) TO SPECIFICALLY ENGAGE IN THE DESIGN, CONSTRUCTION, AND ESTABLISHMENT OF A PERFORMING ARTS CENTER TO BE UTILIZED EXCLUSIVELY FOR THE PRESENTATION OF CULTURAL ARTISTIC PERFORMANCES AND EVENTS, EDUCATION OF THE PUBLIC ON THE PERFORMING ARTS, AND OTHER ENDEAVORS THAT ENHANCE THE CULTURE AND QUALITY OF LIFE OF THE GENERAL PUBLIC OF THE CITY OF TAMPA, COUNTY OF HILLSBOROUGH AND BEYOND. TO SUPPORT THE ABOVE EXEMPT PURPOSE, THE ORGANIZATION'S MISSION STATEMENT AND OPERATING PRINCIPLES AS APPROVED BY THE BOARD OF TRUSTEES IS AS FOLLOWS: THE TAMPA BAY PERFORMING ARTS CENTER'S OPERATING PRINCIPLES PROVIDE A FRAMEWORK FROM WHICH THE CENTER MAKES DECISIONS ON A DAY-TO-DAY BASIS. THEY SERVE AS THE "OPERATING INTERPRETATION" OF THE MISSION. IN CARRYING OUT THE MISSION OF THE TAMPA BAY PERFORMING ARTS CENTER, WE WILL: - MAKE THE PERFORMING ARTS AVAILABLE AND ACCESSIBLE, EMPHASIZING DIVERSITY AND QUALITY. - OPEN OUR FACILITY TO LOCAL PERFORMING ARTS GROUPS AND ARTISTS AS PART OF OUR ROLE IN ADVANCING THE ARTS IN OUR COMMUNITY. - EDUCATE AND DEVELOP PERFORMING ARTS GROUPS AND ARTISTS AS PART OF OUR ROLE IN ADVANCING THE ARTS IN OUR COMMUNITY. - PROVIDE LEADERSHIP AND SUPPORT TO THE CULTURAL DEVELOPMENT EFFORTS OF THE TAMPA BAY REGION INCLUDING ASSISTANCE TO COMMUNITY INITIATIVES. - ENSURE OUR FINANCIAL STABILITY AND OPERATIONAL EFFICIENCY. - ENGAGE OUR STAFF, BOARD, VOLUNTEERS, AND OTHER SUPPORTERS OF THE CENTER AS ACTIVE PARTICIPANTS TO ADVANCE THE MISSION AND PRIORITIES OF THE ORGANIZATION. STRAZ CENTER DONORS FUEL INTELLECTUAL AND ARTISTIC GROWTH, AS WELL AS THE INTERNAL GROWTH OF THE ORGANIZATION ITSELF, MAKING IT POSSIBLE FOR THE STRAZ CENTER TO PRESENT AN ARRAY OF PROGRAMMING WITHOUT A SIMILAR PEER IN FLORIDA. THE ORGANIZATIONAL STRATEGIC VISION IS TO BE A WELCOMING AND INCLUSIVE INTERNATIONAL CULTURAL INSTITUTION RENOWNED FOR INNOVATION, CREATIVITY, AND CELEBRATION OF THE HUMAN SPIRIT. |
| FORM 990, PART III, LINE 4A, STATEMENT OF PROGRAM SERVICE ACCOMPLISHMENTS: | HIGHLIGHTS INCLUDE: - STRAZ SALUTES CELEBRATES TAMPA BAY'S UNIQUE MILITARY COMMUNITY THROUGH ART, COMMUNITY DISCUSSIONS, PROFESSIONAL AND STUDENT PERFORMANCES, AND PUBLIC EVENTS. WE RECOGNIZE THE TRANSFORMATIVE POWER OF THE ARTS AS A HEALING MODALITY AND ARE DEDICATED TO HIGHLIGHTING THE VOICES AND TALENT OF OUR VETERAN COMMUNITY MEMBERS. THIS YEAR, MORE THAN 12,800 VETERANS AND ACTIVE-DUTY MILITARY, THEIR FAMILIES, AND CAREGIVERS DIRECTLY PARTICIPATED IN STRAZ SALUTES EVENTS AND ACTIVITIES. THE STRAZ CENTER PROVIDED 220 TICKETS THROUGH PARTNERS SUCH AS JAMES A. HALEY VA HOSPITAL, VALOR NETWORK AND MACDILL AFB YOUTH PROGRAMS TO ATTEND SPECIAL PERFORMANCES OF BROADWAY TOURING PRODUCTIONS HAMILTON, TO KILL A MOCKINGBIRD, CHICAGO, AND ANNIE. PRE-PERFORMANCE ACTIVITIES INCLUDED A COLOR GUARD AND SINGING OF THE NATIONAL ANTHEM. - STRAZ ACCESS - AS ANOTHER DEMONSTRATION OF OUR COMMITMENT TO THE DEVELOPMENT OF OUR AUDIENCE AND COMMUNITY ENGAGEMENT, WE CONTINUE TO EVOLVE AND EXPAND OUR ACCESS-FOR-ALL FOOTPRINT AROUND THE CAMPUS INSIDE AND OUT. OUR EVOLVING ACCESS OFFERINGS INCLUDE RELAXED SENSORY-FRIENDLY PERFORMANCES, ARTS EDUCATION FOR SPECIAL NEEDS STUDENTS, STRAZ OUTREACH FOR THE REMOTE AND IMMOBILE ASSISTED LISTENING DEVICES AND SIGNED PERFORMANCES, AMERICANS WITH DISABILITIES ACT (ADA) CELEBRATION, COURTESY WHEELCHAIRS, AND SPECIALIZED FACILITY TOURS. WE WELCOME ALL OUR GUESTS TO BRING FORWARD ANY SUGGESTIONS FOR FURTHER FOCUS FOR OUR GROWING ACCESS-FOR-ALL FOOTPRINT AROUND THE CAMPUS. - OUR OUTDOOR BAR - "SIP" CONTINUES TO BE A FUN, RETRO AIRSTREAM BAR ON THE RIVERWALK, WHICH HAS DONE WONDERS FOR OUR EFFORTS TO CONTINUE TO ACTIVATE THE WATERFRONT AND LET PEOPLE KNOW OUR CAMPUS IS OPEN TO EVERYONE, WHETHER THEY HAVE A TICKET OR NOT. SIP ESTABLISHED US AS A HANG-OUT, WHICH IS EXACTLY WHERE WE WANT TO BE AS WE HEAD INTO OUR STRATEGIC MASTER PLAN EXPANSION AND AS THE DOWNTOWN METROPOLIS TAKES SHAPE AROUND US. - TICKET SUBSIDIES - OUR OPERATION TICKETS PROGRAM PROVIDES SUBSIDIZED TICKETS TO INDIVIDUALS, ORGANIZATIONS, AND SCHOOLS. STUDENTS FROM PARTICIPATING SCHOOLS, INCLUDING THE MAJORITY OF TITLE I SCHOOLS, USE THESE SCHOLARSHIPS TO ATTEND DIFFERENT STRAZ CENTER PERFORMANCES RELATED TO THEIR CLASSROOM STUDIES. THE RACHEL LISI ENDOWED TICKET SUBSIDY FUND ALSO PROVIDES PERFORMANCE TICKETS TO LOW-INCOME AND UNDERSERVED INDIVIDUALS AND FAMILIES. COMMUNITY ENGAGEMENT: IN ADDITION, WE CONTINUE TO SOLIDIFY A PRESENCE FOR: -LOCAL TAMPA BAY-AREA ARTISTS ON OUR CAMPUS. WITH OUR ONGOING COMMITMENT TO THE COMMUNITY TO ACTIVATE THE RIVERWALK, ALL CAN ENJOY THE STRAZ EVEN WITHOUT A TICKET, OUR OFFERING OF ART AND FREE PERFORMANCES INCLUDING OUR SUCCESSFUL ARTS LEGACY REMIX SERIES. THIS PROGRAM WAS CREATED TO CREATE THE FUTURE BY EMBRACING THE PRESENT AND THE PAST AND TO CONNECT THE STRAZ CENTER'S ARTISTIC LEGACY TO THE COMMUNITY. CURATED BY ARTIST-IN-RESIDENCE FRED JOHNSON, THIS PROJECT PRODUCES PERFORMING ARTS WORKS WITH INPUT AND INSIGHT FROM LOCAL PEOPLE AND PLACES. -DIFFERENT KINDS OF SHOWS, INCLUDING SENSORY-FRIENDLY PERFORMANCES IN OUR PATEL CONSERVATORY MUSICAL THEATER PRODUCTIONS. THE JAEB COURTYARD ALSO SERVES AS THE SHOWCASE PERFORMANCE SPACE FOR OUR LOCAL ARTISTS. OUR OUTDOOR EXHIBITS INCLUDE A TAMPA BAY AREA VETERANS' VISUAL ART DISPLAY, INSTALLED ART ON THE WALK AND A REVOLVING VISUAL ART GALLERY ON THE WATERFRONT. THESE FREE EVENTS CULTIVATE A COMMUNITY SPACE AND PLACE OUTSIDE OUR WALLS AND TRADITIONAL PERFORMANCE SPACES, OPENING THE STRAZ TO THE PUBLIC IN MORE EXCITING WAYS. THE STRAZ CENTER AND COMMUNITIES OF ARTS PATRONS AND DONORS WILL FORGE AHEAD WITH US INTO THE GREATER EVOLUTION OF OUR ROLES AS AN ECONOMIC FORCE, AN INTERNATIONAL TOURIST DESTINATION, A BASTION OF WORLD CLASS ARTS AND A COMMUNITY PARTNER OF UNWAVERING DEDICATION TO FULFILL OUR MISSION. IF WE HAVE LEARNED ANYTHING UNEQUIVOCALLY OVER THE PAST 37 YEARS, IT'S THAT THE ARTS CHANGE LIVES. WITH COMMUNITY SUPPORT, STRAZ CENTER SERVES TO ENHANCE THE ECONOMIC VITALITY OF OUR REGION, THE SAFETY OF OUR CHILDREN AND COMMUNITIES AND THE BEAUTY OF THE HUMAN SPIRIT BY MAKING THE ARTS AVAILABLE AND ACCESSIBLE. IN THE COMING YEARS, THE STRAZ CENTER HAS EXCITING PLANS TO RENOVATE AND UPGRADE THE FACILITIES THROUGH OUR STRATEGIC MASTER PLAN WHILE CONTINUING TO ATTRACT SPECTACULAR ARTISTS AS WELL AS INNOVATIVE NEW SHOWS AND PERFORMANCES. THE STRAZ CENTER IS EXCITED TO REPORT TO ITS COMMUNITY PARTNERS, AS IT LOOKS FORWARD, CELEBRATING ITS RICH HISTORY AND EMBRACING, WITH GREAT ENTHUSIASM, THE PRESENT MOMENTUM THAT DETERMINES ITS FUTURE. DURING THE 2022/23 SEASON, THE MARKETING AND PROGRAMMING DEPARTMENT SUPPORTED/BOOKED 977 EVENTS AND GARNERED 3,400+ CLASS AND CAMP ENROLLMENTS RESULTING IN $33 MILLION IN TICKET REVENUE, $2.2 MILLION IN TUITION REVENUE AND $2.1 MILLION IN HANDLING FEE REVENUE. THE MARKETING TEAM NEGOTIATED MORE THAN $1.2 MILLION IN ADDED ADVERTISING VALUE. THE PUBLIC RELATIONS TEAM WAS RESPONSIBLE FOR MORE THAN $3.5 MILLION IN MEDIA COVERAGE. ON THE DIGITAL SIDE, 2,200+ JOBS, INCLUDING EMAILS, TEXTS, AND OTHER WEB-BASED PROJECTS, WERE EXECUTED; SOCIAL MEDIA GARNERED 54 MILLION IMPRESSIONS. ON THE CREATIVE SIDE, THE VIDEO PRODUCTION TEAM PRODUCED 1,200+ JOBS COMMERCIALLY VALUED AT CLOSE TO $630,000 AND THE GRAPHIC DESIGN TEAM PRODUCED 1,300+ JOBS. TOTAL COSTS FOR MARKETING SERVICES SUPPORTING ARTS PROGRAMMING INCLUDED IN THE EXPENSE BASE ABOVE FOR FISCAL 22/23 AMOUNTED TO $3,643,068. IN-KIND MARKETING SERVICES RECEIVED IN FISCAL 22/23 AMOUNTED TO $111,076. OUR FUTURE IS BOUNDLESS: AS ANNOUNCED IN PRIOR YEARS, WE CONTINUE TO WORK ON OUR CAMPUS EXPANSION. OUR STRATEGIC MASTER PLAN WILL TRANSFORM THE STRAZ INTO A REMARKABLE NEW GATHERING PLACE ON THE RIVERWALK. WE ARE BRINGING IN AN ENHANCED AND EXPANDED RANGE OF PERFORMANCES AND EVENTS, INCLUDING MORE FREE OUTDOOR PROGRAMMING ALONG THE RIVERFRONT IN A WAY THAT IS WELCOMING AND ACCESSIBLE. PLANS FOR COMMENCEMENT OF CONSTRUCTION ARE EVOLVING AND ANTICIPATED TO BE ANNOUNCED OVER THE NEXT YEAR. OUR SUPPORTING ORGANIZATION, TAMPA BAY PERFORMING ARTS CENTER FOUNDATION, INC., IS FUNDRAISING FOR THIS PLAN THROUGH OUR BOUNDLESS CAMPAIGN WHICH INCLUDES TWO GOALS: (1) TO TRANSFORM OUR PHYSICAL SPACES THROUGH A MASTER PLAN THAT MAKES THE STRAZ AN EVEN MORE VIBRANT STAGE FOR WORLD-CLASS ARTS AND EDUCATIONS; AND (2) TO STRENGTHEN OUR FINANCIAL FOUNDATION BY GROWING OUR ENDOWMENT. THANK YOU TO ALL OUR COMMUNITY DONORS AND SUPPORTERS FOR CONTRIBUTING TO SUPPORT OUR STRAZ CENTER AND SETTING A PLATFORM FOR US TO BUILD A BIGGER, BRIGHTER, MORE ACCESSIBLE FUTURE. YOUR COMMITMENT TO OUR MISSION ALLOWS US TO BRING ARTS EDUCATION AND ENJOYMENT TO THE TAMPA BAY AREA. |
| FORM 990, PART VI, SECTION A, LINE 1A | PER THE CENTER BYLAWS, BETWEEN MEETINGS OF THE BOARD OF TRUSTEES ON-GOING OVERSIGHT OF THE AFFAIRS OF THE ORGANIZATION MAY BE CONDUCTED BY THE EXECUTIVE COMMITTEE, THE MEMBERSHIP OF WHICH SHALL CONSIST OF ALL ELECTED OFFICERS, THE IMMEDIATE PAST CHAIR, CHAIRPERSONS OF STANDING COMMITTEES AND ADDITIONAL TRUSTEES SELECTED BY THE CHAIR. |
| FORM 990, PART VI, SECTION A, LINE 2 | CHAIRMAN BILL WEST AND TREASURER STANLEY LEVY HAVE A BUSINESS RELATIONSHIP. CHAIRMAN BILL WEST AND TRUSTEE SANDY MACKINNON HAVE A BUSINESS RELATIONSHIP. |
| FORM 990, PART VI, SECTION B, LINE 11B | BEFORE FORM 990 IS FILED, IT IS REVIEWED BY THE CENTER'S FINANCE AND AUDIT COMMITTEES AT A SCHEDULED MEETING WITH A HIGHLIGHTED REVIEW OF THE FORM SECTION BY SECTION BEING DONE WITH THE CONTROLLER, CAFO AND CEO, AS APPLICABLE. AFTER THE FINANCE AND AUDIT COMMITTEES HAVE REVIEWED THE FORM, THE COMMITTEES WILL PROVIDE: (1) A SUMMARY OF THE HIGHLIGHTED REVIEW OF THE FORM 990 SECTION BY SECTION, ALONG WITH (2) A FINAL DRAFT OF THE PERSPECTIVE FORM 990 FOR THE YEAR BEING FILED TO ALL BOARD MEMBERS WHO HAVE VOTING PRIVILEGES AND (3) A RECOMMENDATION FOR MOTION FOR APPROVAL FOR THE FORM 990 TO BE FILED AS BEING REPRESENTED IN FINAL DRAFT FORM. THIS IS DONE VIA A BOARD-DESIGNATED SECURED WEBSITE FOR WHICH PASSWORDS ARE GIVEN FOR PROTECTED ACCESS. BOARD MEMBERS HAVE THE OPPORTUNITY TO SEND IN QUESTIONS AND/OR THEIR RESPECTIVE APPROVALS. THE FINANCE AND AUDIT COMMITTEES WILL ACCEPT AND RESPOND TO ANY QUESTIONS RAISED BY BOARD MEMBERS. AS PART OF THE SUBMITTED FORM 990 PRESENTATION TO THE BOARD, THE FINANCE AND AUDIT COMMITTEES WILL ALSO, BASED ON THEIR REVIEW OF THE FORM, MAKE NECESSARY RECOMMENDATIONS TO THE BOARD REGARDING GOVERNANCE, POLICIES, DISCLOSURE, ETC. |
| FORM 990, PART VI, SECTION B, LINE 12C | BOARD MEMBERS AND EXECUTIVE STAFF (CEO, CAFO, COO, CPMO, AND VICE PRESIDENTS, AS WELL AS ANY OTHER SENIOR KEY OR HIGHLY COMPENSATED EMPLOYEES) ON AN ANNUAL BASIS ARE REQUIRED TO: 1) READ THE CONFLICT OF INTEREST AND CONFIDENTIALITY POLICY. 2) SIGN OFF ON ACKNOWLEDGMENT THAT THE POLICY HAS BEEN READ AND RECEIVED. 3) COMPLETE A CONFLICT-OF-INTEREST DISCLOSURE FORM. THE CAFO REVIEWS THE COMPLETED ANNUAL CONFLICT OF INTEREST DISCLOSURE FORMS. ANY CONCERNS ON CONFLICTS ARE RAISED TO THE CEO, CHIEF DEVELOPMENT OFFICER (STAFF LIAISON TO THE BOARD GOVERNANCE COMMITTEE) AND THE BOARD GOVERNANCE COMMITTEE, AS APPLICABLE. IF ANY BOARD MEMBER OR EXECUTIVE OR SENIOR STAFF DOES NOT COMPLETE THE RELATED ANNUAL FORMS, THE CHIEF DEVELOPMENT OFFICER OR CAFO WILL ADDRESS ACCORDINGLY. ANY CONFLICTS THAT RISE PERTAINING TO THE CAFO ARE TO BE ROUTED TO THE CEO, TREASURER AND AUDIT COMMITTEE CHAIR. |
| FORM 990, PART VI, SECTION B, LINE 15 | THE CHAIRMAN OF THE BOARD IN WORKING WITH THE HUMAN RESOURCES COMMITTEE (THE "COMMITTEE") HAS AUTHORITY TO NEGOTIATE THE CEO COMPENSATION WITH APPROVAL BY THE EXECUTIVE COMMITTEE AND RATIFICATION BY THE BOARD OF TRUSTEES. THE COMPENSATION OF THE CEO'S DIRECT REPORTS IS ESTABLISHED BY THE CEO AND REVIEWED WITH THE COMMITTEE ON BEHALF OF THE BOARD OF TRUSTEES. THE COMMITTEE MAY ENGAGE AN INDEPENDENT CONSULTING FIRM, WHO WILL WORK FOR THE COMMITTEE TO EVALUATE THE ORGANIZATION'S EXECUTIVE COMPENSATION PROGRAM AGAINST THE COMPETITIVE MARKET ON AN ANNUAL OR AS NEEDED BASIS. IN ADDITION, UTILIZATION OF ONLINE COMPENSATION MARKET TOOLS AND STUDIES ARE USED FOR ANALYSIS AND EVALUATION. THE EVALUATION IS INTENDED TO ENSURE THAT THE COMPENSATION PROGRAM FALLS WITHIN A REASONABLE RANGE OF COMPETITIVE PRACTICES FOR COMPARABLE POSITIONS AMONG SIMILARLY SITUATED ORGANIZATIONS. FOLLOWING THIS REVIEW, THE COMMITTEE REVIEWS AND APPROVES, FOR SELECTED KEY EXECUTIVES, BASE SALARIES AND ANNUAL INCENTIVE OPPORTUNITY ADJUSTMENTS, AND OBJECTIVES AND GOALS FOR THE UPCOMING YEAR'S ANNUAL INCENTIVE PLAN. FOR CEO COMPENSATION, THE COMMITTEE MEETS INDEPENDENT OF THE CEO TO DISCUSS PERFORMANCE RELATIVE TO THE POSITION DESCRIPTION AS PER TBPAC'S CEO JOB PERFORMANCE AND EVALUATION MODEL. DURING THESE DELIBERATIONS, THE COMMITTEE MAY CONSIDER INPUT FROM OTHER BOARD MEMBERS, STAFF, PROFESSIONAL ADVISORS, GRANT-RECIPIENTS, AND OTHER INFORMED COMMUNITY LEADERS. ONCE A CONSENSUS IS REACHED REGARDING PERFORMANCE, A SIMILAR DISCUSSION IS HELD CONCERNING COMPENSATION RELATIVE TO ANNUAL BENCHMARKS AND ESTABLISHED OBJECTIVES. THE COMMITTEE PRESENTS ITS FINDINGS AND RECOMMENDATION, IN AN EXECUTIVE SESSION WITHOUT THE CEO PRESENT. THE COMMITTEE CHAIR AND/OR BOARD CHAIR (A MEMBER OF THE COMMITTEE) THEN MEETS WITH THE CEO, ANNUALLY, TO DISCUSS AND DOCUMENT BUSINESS STRENGTHS, OPPORTUNITIES, AND GOALS FOR THE UPCOMING YEAR. COMPENSATION FOR THE UPCOMING YEAR IS ALSO DISCUSSED AND DOCUMENTED. |
| FORM 990, PART VI, SECTION C, LINE 19 | THE CENTER MAKES ITS GOVERNING DOCUMENTS AND CONFLICT OF INTEREST POLICY AVAILABLE UPON REQUEST. THE CENTER'S CONSOLIDATED FINANCIAL STATEMENTS ARE AVAILABLE UPON REQUEST AND ON THE CENTER'S WEBSITE AT WWW.STRAZCENTER.ORG/ABOUT-US/FINANCIALS/ |
| FORM 990, PART XI, LINE 9: | CHANGE IN VALUE OF BENEFICIAL INTEREST 4,178. |
| FORM 990, PART XII, LINE 2C: | THE AUDIT COMMITTEE ASSUMES RESPONSIBILITY FOR SELECTION OF THE INDEPENDENT CPA AND OVERSIGHT OF THE FINANCIAL STATEMENT AUDIT. THE AUDIT COMMITTEE CHAIR WORKS WITH THE MANAGEMENT TEAM TO IDENTIFY POTENTIAL FIRMS. THE AUDIT CHAIR, CFO, AND FINANCE DIRECTORS INTERVIEW THE NOMINEE CPA FIRMS AND RECOMMENDS A FIRM TO THE AUDIT COMMITTEE FOR APPROVAL. THE AUDIT COMMITTEE MOTIONS FOR APPROVAL AND ADVISES THE EXECUTIVE COMMITTEE OF THE BOARD. THE AUDIT COMMITTEE HOLDS QUARTERLY EXECUTIVE SESSIONS WITH THE AUDITORS AND REVIEWS THE ANNUAL AUDIT PLAN, AUDITED FINANCIAL STATEMENTS, AND MANAGEMENT COMMUNICATIONS WITH THE EXTERNAL AUDITORS. |
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