White paper on creativity - ebla center

Chapter 13Figure 13.1 presents the average data forthe income of opera-orchestrafoundations as shown in their financialstatements for 2006. We must add thatthe criteria in the foundation statementsare often not uniform and that eachfoundation classifies a series of costs andproceeds in different ways.In order to provide a general picture ofthe state of health of opera-orchestrafoundations, we chose to highlight in theincome, the proceeds from institutionalactivities, distinguishing between boxoffice, proceeds from performancesoutside the theatre, advertising andsponsorships and the sales of rights forradio and television productions. Asecond item of income refers to publicresources, divided into various levels ofgovernment and the total resourcesprovided by the private sector, eitherthrough the contribution of foundingmembers or the market.Figure 13.2 – Costs of Italian Opera Orchestra Foundations, 2006100,0%90,0%80,0%70,0%60,0%50,0%40,0%30,0%20,0%10,0%0,0%42,3%43,1%33,9%37,9%44,0%46,2%37,8%37,3%29,1%27,5%41,7%20,1%32,7%37,0%57,7%56,9%66,1%62,1%56,0%53,8%62,2%62,7%70,9%72,5%58,3%79,9%67,3%63,0%Teatro Regio di TorinoTeatro alla Scala di MilanoTeatro Carlo Felice di GenovaTeatro Comunale di BolognaTeatro Maggio Musicale FiorentinoTeatro Lirico Giuseppe Verdi di TriesteTeatro La Fenice di VeneziaArena di VeronaTeatro dell'Opera di RomaAccademia Nazionale Santa CeciliaPersonnel costs Production costsSan Carlo di NapoliPetruzzelli e Teatri di BariTeatro Massimo di PalermoTeatro Lirico di CagliariSource: elaboration of data from opera-orchestra foundation financial statementsWHITE PAPER ON CREATIVITY 305