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Pittsburgh PA | IRS ruling year: 1955 | EIN: 25-1073139
Organization Mission
Begun in 1939 as the Pittsburgh Opera Society, Pittsburgh Opera is the eighth oldest company in the U.S., and it draws on a rich legacy of music-making. Pittsburgh O ... (More)
Begun in 1939 as the Pittsburgh Opera Society, Pittsburgh Opera is the eighth oldest company in the U.S., and it draws on a rich legacy of music-making. Pittsburgh Opera enriches Pittsburgh and the tri-state area and draws national and international attention to the region by: creating live opera at the highest standards of artistic excellence; making opera intellectually and financially accessible to a diverse audience; developing young American singers into tomorrow's artists; and ensuring the future through responsible fiscal management. (Less)
Great
This charity's score is 94%, earning it a Four-Star rating. If this organization aligns with your passions and values, you can give with confidence.
This overall score is calculated from multiple beacon scores, weighted as follows: 80% Accountability & Finance, 10% Leadership & Adaptability, 10% Culture & Community. Learn more about our criteria and methodology.
We recognize that not all metrics and beacons equally predict a charity’s success. The percentage each beacon contributes to the organization’s overall rating depends on the number of beacons an organization has earned.
Use the tool below to select different beacons to see how the weighting shifts when only one, two, or three beacons are earned.
| Date Published | Form 990 FYE | Overall Score | Overall Rating |
| Rating Version: 2.1 | |||
| 3/1/2022 | 2020 | 81.71 |  |
| 12/1/2021 | 2020 | 81.05 | |
This organization received multiple star ratings within this fiscal year, due to an update to its Accountability and Transparency data and/or the receipt of an amended Form 990. | |||
| 9/1/2020 | 2019 | 86.31 | |
| 7/1/2019 | 2018 | 90.07 | |
| 7/1/2018 | 2017 | 90.79 | |
| 9/1/2017 | 2016 | 87.14 | |
| 8/1/2017 | 2016 | 86.83 | |
| 12/21/2016 | 2015 | 84.49 | |
| 7/1/2016 | 2015 | 82.88 | |
| 6/1/2016 | 2014 | 86.92 | |
| Rating Version: 2.0 | |||
| 12/22/2015 | 2014 | 86.39 | |
| 9/1/2015 | 2014 | 84.81 | |
| 11/1/2014 | 2013 | 78.54 |  |
| 9/1/2013 | 2012 | 79.54 | |
| 8/1/2012 | 2011 | 79.54 | |
| 9/20/2011 | 2010 | 85.21 | |
| Rating Version: 1.0 | |||
| 12/1/2010 | 2009 | 81.49 | |
| 2/1/2010 | 2008 | 91.01 | |
| 6/1/2009 | 2007 | 82.31 | |
| 9/1/2007 | 2006 | 75.09 | |
| 9/1/2006 | 2005 | 81.07 | |
| 8/1/2005 | 2004 | 82.62 | |
| 12/1/2004 | 2003 | 81.30 | |
| 9/1/2003 | 2002 | 89.99 | |
| 10/15/2002 | 2001 | 73.34 | |
Score
Most Recent Fiscal Year:
FY 2022
This beacon provides an assessment of a charity's financial health (financial efficiency, sustainability, and trustworthiness) and its commitment to governance practices and policies.
Learn more
Full Credit
Partial Credit
No CreditMajority Independent Board Members - 97% independent members10 out of 10 points Majority Independent Board Members - 97% independent members10 out of 10 points
Industry professionals strongly recommend an independent governing body to allow for full deliberation and diversity of thinking on governance and other organizational matters. We check to see if at least 50% of board members are indentified as independent on their tax form.
Source: IRS Form 990
Independent Board Size - 43 independent members10 out of 10 points Independent Board Size - 43 independent members10 out of 10 points
Industry professionals strongly recommend an independent governing body to allow for full deliberation and diversity of thinking on governance and other organizational matters. For most organizations, we check to see if the organization has at least three board members. For large, donor-funded organizations, we check to see if the organization has at least five independent board members
Source: IRS Form 990
Independent Audit or Financial Review - Yes20 out of 20 points Independent Audit or Financial Review - Yes20 out of 20 points
An Audit, Review, or Compilation provides important information about financial accountability and accuracy. Organizations are scored based on their Total Revenue Amount:
| Total Revenue Amount | Expectation to Receive Credit |
| $2 million or higher and 40% or higher donor support | Expected to complete an audit and have an audit oversight committee |
| $1 million or higher | Expected to complete an audit |
| $500,000 - $1 million | Expected to complete an audit, review, or compilation |
| Less than $500,000 | No expectation (removed from scoring methodology) |
Source: IRS Form 990
Material Diversion of Assets - None20 out of 20 points Material Diversion of Assets - None20 out of 20 points
A diversion of assets — any unauthorized conversion or use of the organization's assets other than for the organization's authorized purposes, including but not limited to embezzlement or theft — also can seriously call into question a charity's financial integrity. We review the charity's most recent IRS Form 990 to see if the charity has reported any diversion of assets.
Source: IRS Form 990
Full CreditPartial CreditNo CreditWebsite Listed on Tax Form - Listed5 out of 5 points Website Listed on Tax Form - Listed5 out of 5 points
Charity Navigator looks for a website on the IRS Form 990 as an accountability and transparency metric.
Nonprofits act in the public trust and reporting publicly on activities is an important component.
Source: IRS Form 990
Conflict of Interest Policy - Listed5 out of 5 points Conflict of Interest Policy - Listed5 out of 5 points
Charity Navigator looks for the existence of a conflict of interest policy on the IRS Form 990 as an accountability and transparency measure.
This policy protects the organization and by extension those it serves, when it is considering entering into a transaction that may benefit the private interest of an officer, director and/or key employee of the organization.
Source: IRS Form 990
Whistleblower Policy - Listed5 out of 5 points Whistleblower Policy - Listed5 out of 5 points
Charity Navigator looks for the existence of a whistleblower policy per the IRS Form 990 as an accountability and transparency measure.
This policy outlines procedures for handling employee complaints, as well as a confidential way for employees to report financial or other types of mismanagement.
Source: IRS Form 990
Document Retention and Destruction - Listed5 out of 5 points Document Retention and Destruction - Listed5 out of 5 points
Charity Navigator looks for the existence of a document retention and destruction policy per the IRS Form 990 as an accountability and transparency measure.
This policy establishes guidelines for the handling, backing up, archiving and destruction of documents. These guidelines foster good record keeping procedures that promote data integrity.
Source: IRS Form 990
Documents Board Meeting Minutes - Yes5 out of 5 points Documents Board Meeting Minutes - Yes5 out of 5 points
Charity Navigator looks to confirm on the IRS Form 990 that the organization has this process in place as an accountability and transparency measure.
An official record of the events that take place during a board meeting ensures that a contemporaneous document exists for future reference.
Source: IRS Form 990
Tax Form Distributed to Board Before Filing - Listed5 out of 5 points Tax Form Distributed to Board Before Filing - Listed5 out of 5 points
Providing copies of the IRS Form 990 to the governing body prior to filing is considered a best practice, as it allows for thorough review by the individuals charged with overseeing the organization. The Form 990 asks the charity to disclose whether or not it has followed this best practice.
Loans to/from Officers - Listed5 out of 5 points Loans to/from Officers - Listed5 out of 5 points
Making loans to related parties, such as key officers, staff, or Board members, is not standard practice in the sector as it diverts the charity's funds away from its charitable mission and can lead to real and perceived conflict-of-interest problems.
The IRS requires charities to disclose on their Form 990 any loans to or from current and former officers, directors, trustees, key employees, and other "disqualified persons." Some state laws go so far as to prohibit loans to board members and officers.
Although employees and trustees are permitted to make loans to charities, this practice can also result in real and/or perceived conflict of interest problems for the charity. Furthermore, it is problematic because it indicates that the organization is not financially secure. Our analysts check to see if any loans have been made.
Full CreditPartial CreditNo CreditTax Form Posted on Nonprofit's Website - Listed5 out of 5 points Tax Form Posted on Nonprofit's Website - Listed5 out of 5 points
For almost all charities, we check the charity's IRS Form 990 to see if it discloses that the Form 990 is available on the charity's website. As with the audited financial statement, donors need easy access to this financial report to help determine if the organization is managing its financial resources well.
Source: IRS Form 990
Full CreditPartial CreditNo CreditLiabilities to Assets: Ratio - 2.33%25 out of 25 points Liabilities to Assets: Ratio - 2.33%25 out of 25 points
The Liabilities to Assets Ratio is determined by Total Liabilities divided by Total Assets (most recent IRS Form 990). This ratio is an indicator of an organization's solvency and/or long-term sustainability.
Source: IRS Form 990
Program Expense: Ratio - 61.34%14 out of 25 points Program Expense: Ratio - 61.34%14 out of 25 points
The Program Expense Ratio is determined by Program Expenses divided by Total Expense (average of most recent three IRS Forms 990). This measure reflects the percent of its total expenses a charity spends on the programs and services it exists to deliver.
Source: IRS Form 990
Fundraising Efficiency: Ratio - $0.0825 out of 25 points Fundraising Efficiency: Ratio - $0.0825 out of 25 points
The amount spent to raise $1 in charitable contributions. To calculate a charity's fundraising efficiency, we divide its average fundraising expenses by the average total contributions it receives. We calculate the charity's average expenses and average contributions over its three most recent fiscal years.
Source: IRS Form 990
Working Capital: Ratio - 4.67 years25 out of 25 points Working Capital: Ratio - 4.67 years25 out of 25 points
Determines how long a charity could sustain its level of spending using its net available assets, or working capital, as reported on its most recently filed IRS Form 990. Dividing these net available assets in the most recent year by a charity's average total expenses, yields the working capital ratio. We calculate the charity's average total expenses over its three most recent fiscal years.
Source: IRS Form 990
This chart displays the trend of revenue and expenses over the past several years for this organization, as reported on their IRS Form 990.
No Data Available
Salary data is coming soon.
Below are some key data points from the Exempt Organization IRS Business Master File (BMF) for this organization. Learn more about the BMF on the IRS website
Foundation Status:
Organization which receives a substantial part of its support from a governmental unit or the general public 170(b)(1)(A)(vi) (BMF foundation code: 15)
Affiliation:
Independent - the organization is an independent organization or an independent auxiliary (i.e., not affiliated with a National, Regional, or Geographic grouping of organizations). (BMF affiliation code: 3)
The Form 990 is a document that nonprofit organizations file with the IRS annually. We leverage finance and accountability data from it to form Encompass ratings. Click here to search for this organization's Forms 990 on the IRS website (if any are available). Simply enter the organization's name (Pittsburgh Opera) or EIN (251073139) in the 'Search Term' field.
Not Currently Scored
Pittsburgh Opera cannot currently be evaluated by our Impact & Results methodology because either (A) it is eligible, but we have not yet received data; (B) we have not yet developed an algorithm to estimate its programmatic impact; (C) its programs are not direct services; or (D) it is not heavily reliant on contributions from individual donors.
Note: The absence of a score does not indicate a positive or negative assessment, it only indicates that we have not yet evaluated the organization.
Score
This beacon provides an assessment of the organization's culture and connectedness to the community it serves.
Learn more
Full CreditPartial CreditNo CreditConstituent Feedback - Data Available100/100 points Constituent Feedback - Data Available100/100 points
30% of beacon score
This organization reported that it is collecting feedback from the constituents and/or communities it serves. The methodology leveraged for Constituent Feedback is based on The Core Principles of Constituent Feedback, which describes listening and responding well to feedback. Charity Navigator participates in a consortium with other feedback experts and leading nonprofit infrastructure platforms to drive Constituent Feedback's advancement, promotion, and data collection.
Who are the people you serve with your mission? Describe briefly.
Each season, nearly 60,000 individuals participate in Pittsburgh Opera programming, with almost a third of our audiences participating in education and community engagement programs designed for both students and life-long learners. Our audiences include families and students from economically underserved areas of our region (including schools with over 90% of students qualifying for free and reduced fee lunches), students from southwestern Pennsylvania colleges and universities, individuals with hearing impairments, educators who participate in professional learning opportunities, as well as thousands of individuals who explore our work on our website and social media sites and tune in to Pittsburgh Opera previews and opera broadcasts on the radio.
How is your organization collecting feedback from the people you serve?
SMS text surveys, Electronic surveys (by email, tablet, etc.), Focus groups or interviews (by phone or in person), Constituent (client or resident, etc.) advisory committees
How is your organization using feedback from the people you serve?
To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve
With whom does your organization share the feedback you got from the people you serve?
The people we serve, Our staff, Our board, Our funders, Our community partners
How has asking for feedback from the people you serve changed your relationship with them or shifted power - over decisions, resources, rules or in other ways - to them?
Sharing feedback with Pittsburgh Opera has allowed our constituents to significantly impact the decisions on the use of the resources in determining the content and format of the company's programming. Most recently, Pittsburgh Opera responded to the requests from the region's educators by expanding its Opera Trunks program, which delivers collections of resource materials directly to the classrooms in colorfully decorated steamer trunk, to include two new series of trunks designed for preschoolers and teenagers.
What challenges does your organization face in collecting feedback from the people you serve?
It is difficult to get the people we serve to respond to requests for feedback, Staff find it hard to prioritize feedback collection and review due to lack of time, It is hard to come up with good questions to ask people, It is difficult to identify actionable feedback
Briefly describe a recent change that your organization made in response to feedback from the people you serve.
In shaping our appeal messaging at the start of the 2021-2022 season, Pittsburgh Opera solicited feedback from the Development Committee for feedback at the start of this season. As a result of the Committee's suggestions, we reshaped our appeal messaging to focus on coming back together with friends and the collective experience of gathering.
Equity Practices - Data Available87/100 points Equity Practices - Data Available87/100 points
70% of beacon score
This organization's score of 87 is a passing score. The organization reported that it is implementing 8 Equity Practices.
This assessment demonstrates the importance of implementing practices that contribute positively to an organization's overall culture, both internally and with respect to community engagement. Furthermore, equity centered frameworks and similar approaches have drawn much attention from donors, experts, and sector leaders who underscore its value to the nonprofit's overall health and capacity for mission success. Currently, the Equity Strategies Checklist assessment consists of practices and policies that promote racial equity in their operations and programs (per the Equity Strategies checklist administered by Candid). As we refine our DEI assessment, Charity Navigator partners with DEI consultants and field experts to broaden and deepen this work.
| Equity Practices (3/7) | |
We review compensation data across the organization (and by staff levels) to identify disparities by race. | |
We ask team members to identify racial disparities in their programs and/or portfolios. | |
We analyze disaggregated data and root causes of race disparities that impact the organization/'s programs, portfolios, and the populations served. | |
We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support. | |
We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders. | |
We disaggregate data by demographics, including race, in every policy and program measured | |
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. | |
| Equity Policies and Procedures (5/7) | |
We use a vetting process to identify vendors and partners that share our commitment to race equity. | |
We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions. | |
We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization. | |
We have community representation at the board level, either on the board itself or through a community advisory board. | |
We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability. | |
We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team. | |
We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization. | |
Score
This beacon provides an assessment of the organization's leadership capacity, strategic thinking and planning, and ability to innovate or respond to changes in constituent demand/need or other relevant social and economic conditions to achieve the organization's mission.
Learn more
Full CreditPartial CreditNo CreditMission 10/10 points Mission 10/10 points
The nonprofit organization presents evidence of strategic thinking through articulating the organization's mission
Begun in 1939 as the Pittsburgh Opera Society, Pittsburgh Opera is the eighth oldest company in the U.S., and it draws on a rich legacy of music-making. Pittsburgh Opera enriches Pittsburgh and the tri-state area and draws national and international attention to the region by: creating live opera at the highest standards of artistic excellence; making opera intellectually and financially accessible to a diverse audience; developing young American singers into tomorrow's artists; and ensuring the future through responsible fiscal management.
Vision 10/10 points Vision 10/10 points
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
Pittsburgh Opera envisions its artistic future as a leading organization for presenting new contempo
Source: Nonprofit submitted responses
Goals 20/20 points Goals 20/20 points
The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.
Goal One: ADVANCE THE VISION OF ARTISTIC EXCELLENCE. Demonstrate the full richness of our artistic voice with popular works (THE MAGIC FLUTE and CARMEN) presented alongside contemporary American works.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Goal Two: SUSTAIN THE ENGAGEMENT OF INDIVIDUAL PATRONS AND SUPPORTERS as we continue to experience audience hesitancy to return to indoor venues.
Goal Type: This goal reflects our commitment to further our advocacy work for our organization and or cause area.
Leadership Development 15/15 points Leadership Development 15/15 points
The nonprofit provides evidence of investment in leadership development
Describe an investment in leadership
Pittsburgh Opera supports leadership development of its staff by encouraging participation in formal skill training opportunities, informal networking opportunities, and opera-specific professional development opportunities through Opera America service organization. The company’s commitment to implementing the principles of Inclusion, Diversity, Equity, and Accessibility (IDEA) across the entire spectrum of its operations has created additional leadership opportunities for leadership through IDEA committee, which encourages staff to consider the applications of these principles in their areas of responsibility.
Mobilizing for Mission 15/15 points Mobilizing for Mission 15/15 points
The nonprofit provides evidence of leadership through focusing externally and mobilizing resources for the mission.
This organization mobilizes for mission in the following ways:
Networks of Collective Impact Efforts
Thought Leadership
Raising Awareness
Community Building
What are this organization’s external mobilizaton efforts?
Pittsburgh Opera engages in various forms of external mobilization efforts. The company’s most recent actions include - Partnerships with organizations like the National Negro Opera Company House and August Wilson African American Cultural Center to expand opportunities for participation in the arts for all members of our community; - Presentations by several staff members at forums and networking events hosted by Opera America - Pittsburgh Opera’s leadership role in developing networks for arts and opera administrators of color both regionally and nationally; - Collaborations with the arts organizations in Pittsburgh in presenting joint programs during the Covid-19 restrictions; - Active member of the Shared Services Consortium to help improve the financial condition of the member organizations through collaborative sourcing, joint marketing efforts, and peer networks ; - Active use of social media to raise awareness about Pittsburgh Opera’s impact in our region.
Adaptability Story 30/30 points Adaptability Story 30/30 points
The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.
To help ease our audiences' transition back to large performance venues after the long absence necessitated by the restrictions on public gatherings related to the Covid-19 mitigation efforts, Pittsburgh Opera featured an expanded number of outdoor performances in the late summer and early fall of 2021. To facilitate opportunities for our patrons to gather in safer settings, Pittsburgh Opera introduced an earlier than usual start of its Resident Artists’ contracts and partnered with other arts organizations to celebrate the return of the arts in our community.
Impact & Results
Accountability & Finance
Culture & Community
Leadership & Adaptability
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