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Organization DBA Boston Ballet
Former Names --
Organization received a competitive grant from the Boston Foundation in the past five years Yes

Summary

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Mission StatementMORE »

Boston Ballet, a professional dance company and the region’s second-largest performing arts organization, is dedicated to the highest standards of dance performance, training, and education.The Company presents fully staged classical and contemporary works each season.Performances reach a broadly inclusive audience of over 175,000 from throughout the state and region, and support an institutional mission that values leadership, innovation, and partnership.Boston Ballet School serves an associated imperative to train dancers of all ages and the divison of Education and Community Initiatives provides general access to the art of dance.

Mission Statement

Boston Ballet, a professional dance company and the region’s second-largest performing arts organization, is dedicated to the highest standards of dance performance, training, and education.The Company presents fully staged classical and contemporary works each season.Performances reach a broadly inclusive audience of over 175,000 from throughout the state and region, and support an institutional mission that values leadership, innovation, and partnership.Boston Ballet School serves an associated imperative to train dancers of all ages and the divison of Education and Community Initiatives provides general access to the art of dance.

FinancialsMORE »

Fiscal Year July 01, 2017 to June 30, 2018
Projected Income $34,988,000.00
Projected Expense $34,988,000.00

ProgramsMORE »

  • 2015-16 Performance Season
  • Education/Training/Access

Revenue vs. Expense ($000s)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

For more details regarding the organization's financial information, select the financial tab and review available comments.


Overview

Mission Statement

Boston Ballet, a professional dance company and the region’s second-largest performing arts organization, is dedicated to the highest standards of dance performance, training, and education.The Company presents fully staged classical and contemporary works each season.Performances reach a broadly inclusive audience of over 175,000 from throughout the state and region, and support an institutional mission that values leadership, innovation, and partnership.Boston Ballet School serves an associated imperative to train dancers of all ages and the divison of Education and Community Initiatives provides general access to the art of dance.

Background Statement

Boston Ballet was founded by New England native E. Virginia Williams, who had performed and taught prior to forming the New England Civic Ballet in 1958.An historic Ford Foundation grant, plus artistic assistance from George Balanchine, transformed that ensemble into the region’s first professional ballet company in 1963.Until her death in 1984, Miss Williams oversaw an eclectic repertory of classical, contemporary, and cutting-edge works, and encouraged young talent.Today, Boston Ballet is one of America’s premiere classical companies.Recognized for its breadth and versatility, the Company is a major presence on the performing arts landscape of Boston and New England.Its strength rests on the excellence of its dancers, musicians, artistic staff, management, and repertoire, which features full-length classics, a provocative array of 20th-century ballets, and commissions by today’s leading choreographers.Housed in an admirable home facility and renowned for its teaching, Boston Ballet is peerless as the region’s leading producer of dance programs. In the fall of 2009, the Company established a long-term residency at The Boston Opera House, performing its entire season of productions in a single venue for the first time since 2004.
 
During the 2016-2017 Season, 71 Boston Ballet and BBII dancers will give 94 performances at the Opera House, a restored landmark in Boston's theater district.The Boston Ballet Orchestra has been hailed by critics as one of the best ballet orchestras in the country.The Company has commissioned such notable contemporary choreographers as Morris, Wheeldon, Tharp, and Cunningham, while exhibiting its mastery of works by Balanchine, Forsythe, and Kylian, and continuing to win acclaim for its performances of classical masterworks.In 2005, Mr. Nissinen named Jorma Elo, a long-time member and associate of Netherlands Dance Theater, as the Company’s resident choreographer.
 
Boston Ballet has captured the attention of a loyal public, including an annual audience of more than 175,000 and a 200-member Volunteer Association.Boston Ballet School, established in 1953, offers high-caliber dance training in three locations.Since 1991, the Company's South End offices and studios have been housed in a state-of-the-art facility designed by Graham Gund and renovated in 2010. The Company’s largest studio converts to a 144-seat “black box” theater.

Impact Statement

• Founded by E. Virginia Williams in 1963, Boston Ballet was the first professional repertory ballet company in New England. A major national and international dance institution, it is known and admired for its world-class performances, top-tier training programs, and groundbreaking community education initiatives. Under the leadership of Artistic Director Mikko Nissinen and Executive Director Meredith (Max) Hodges, the Company maintains an extensive and eclectic repertoire of classical, neo-classical, and contemporary works, ranging from fresh stagings of the full-length classics, to major 20th-century ballets, and to recent work and commissions from today’s leading choreographers. 

• Mr. Nissinen’s “company of the future” features versatile artists who consistently master the stylistic challenges of the Company’s far-ranging repertory.  This multi-national roster, representing as many as 20 countries, includes 57 full-contract professionals and the 14 members of BBII.

Performances meet the highest theatrical standards, including live music provided by skilled pianists and the Boston Ballet Orchestra. Set and costume designs by renowned artists are skilfully executed by the Production and Wardrobe departments. The season is presented at The Boston Opera House, a restored 1928 venue seating over 2,500. [email protected] marks its fifth year, with two programs staged in the black box theater at Boston Ballet’s South End studio facility.

  • The Company’s 53rd season opens on October 27 with Boston Ballet's first production of LE CORSAIRE in nearly 20 years.  This streamlined version of the Petipa classic will be staged by Ivan Liska of teh Bavarian State Ballet. THE NUTCRACKER, with Mr. Nissinen's own Petipa-inspired staging, returns from November 25-December 31. In all, the year includes 94 performances of six productions: LE CORSAIRE, THE NUTCRACKER, William Forsythe's ARTIFACT, THE SLEEPING BEAUTY, and two repertory programs. Highlights include a new work by Resident Choreographer Jorma Elo.  

 •Boston Ballet School, under Director Margaret Tracey, offers quality training in three locations and enrolls over 5,000 students each year.  The BBS Trainee program prepares dancers for the professional world, including BBII. Summer Dance Program annually brings up to 500 young pre-professionals from the US and abroad for intensive study with a distinguished faculty; 400 more participate in non-resident summer programs. Key education programs -- Citydance, Taking Steps, Adaptive Dance – are administered by the division of Education and Community Relations (ECI),which stresses community relations as the basis for effective program delivery.  


Needs Statement

Boston Ballet’s over-arching objective is to achieve the highest levels of excellence in each of its program areas – performance, training, and community education -- while maintaining realistic financial goals and overall fiscal responsibility.While the Company has made extraordinary advances in recent years, each season presents challenges, some field-specific, others linked to the broader environment.
 
To maintain the highest levels of artistic quality, the Company must maintain its full-time roster at 55-60 in order to execute the repertoire and protect dancers from injury. Annual repertory acquisitions and new production builds constitute a significant annual expense, as does our commitment to using live music in performance. The Boston Opera House residency costs include rent, equipment, and labor.
 
We must continue to build the capacity of the development program, adding qualified personnel in the major gifts areas as we strive to attain annual fund targets, plus additional goals for the Artistic Fund, Education and Community Initiatives, and other activities.
 
To uphold our mission-based commitment to access, we must seek added support for community initiatives, Boston Ballet School scholarships, ticket subsidy, and program personnel.

CEO Statement

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Board Chair Statement

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Geographic Area Served

In a specific U.S. city, cities, state(s) and/or region.
Greater Boston Region-All Neighborhoods

Primary service area is greater Boston and the surrounding suburbs.  Audience includes significant numbers from throughout Massachusetts, as well as Rhode Island and New Hampshire.

Organization Categories

  1. Arts,Culture & Humanities - Ballet
  2. Arts,Culture & Humanities - Arts Education
  3. -

Independent research has been conducted on this organization's theory of change or on the effectiveness of this organization's program(s)

No

Programs

2015-16 Performance Season

Boston Ballet opens its 53rd Season with a new staging of Le Corsaire (October 27-November 6, 2016) and its classic production of The Nutcracker (November 25-December 31).  The Spring Season features four productions: the full-length Artifact (February 23-March 5, 2017) and The Sleeping Beauty (April 28-May 25), plus two repertory programs, Kylian/Wings of Wax (March 23-April 2) and Robbins/The Concert (May 5-27).  The Robbins program and The Sleeping Beauty will be danced in repertory.
Budget  $17,200,000.00
Category  Arts, Culture & Humanities, General/Other Dance
Population Served General/Unspecified
Program Short-Term Success 
Production success is monitored qualitatively, through public/press response, and quantitatively, through close oversight of sales and attendance statistics.  Boston Ballet performed at The Boston Opera House to a total audience (paid and complimentary) of over 168,000 during the 2013-14 Season.  The total included over 87,200 attending performances of The Nutcracker, and an audience of over 80,800for regular season performances.  The season audience included over 6,800 subscribers.
 
Overall, FY14 saw gross revenues of more than $10,630,000 from total ticket sales, a notable achievement in a time of continued economic uncertainty and competition from all forms of home and public entertainment.
 
 
Program Long-Term Success 
Boston Ballet is committed to maintaining artistic integrity, training opportunities, and public access in the larger service of advancing classical dance in the United States.  The Company's ability to adhere to this vision, during multiple eras of transition and financial uncertainty throughout its 51-year history, is a major indicator of its long-term success as a resident performing arts organization.
Program Success Monitored By 
The success of Company programming is monitored by executive and senior staff on both the artistic and administrative sides of the organization.  Each department -- artistic, production, development, marketing --  uses an appropriate set of goals and processes to measure progress and outcomes through the course of a given season.  Results are conveyed to the Board on an ongoing basis by senior leadership of the organization.  
Examples of Program Success 

In recent seasons, the Company has amassed a nearly unbroken record of positive press, including media response to its touring engagements in Spain, Korea, and the US. The New York Times stated “Boston Ballet has come a vast distance. Its dancers are striking by national and international standards” andThe Boston Globecalled Boston Ballet’s transformation one of the “biggest arts stories of the decade."  Feature stories in the Times (April 29, 2011) and the Globe (September 11, 2011) detailed the organization's resilience in the last ten years and the positive outcomes it has achieved under Mikko Nissinen's direction.

 


Education/Training/Access

Students (ages 2 to adult) enroll in a variety of dance and enrichment classes offered by Boston Ballet School (BBS). Over 5,000 students of all ages enrolled in BBS programs at the Boston (2,250), Newton (2,000) and North Shore (850) studios this past year. Offerings include Pre-Ballet, the Children's Program, the Classical Ballet Program and the Pre-Professional Program. Summer programs reached over 950 students; approximately 375 adults participate each week in open classes and enrolled Introductory workshops. Access programs overseen by the department of Education/Community Initiatives (Citydance, Taking Steps, Adaptive Dance, Strand Theatre performances) reached nearly 5,000 students and community members last season.
Budget  $6,580,000.00
Category  Arts, Culture & Humanities, General/Other Dance
Population Served Children and Youth (0 - 19 years) Adults At-Risk Populations
Program Short-Term Success 
Boston Ballet School, annually serving over 5,000 students in three locations during the regular academic year, is the largest classical dance school in the U.S.  In addition, the School hosts an important residential training program each summer for aspiring pre-professionals (ages 14-19), who are chosen through competitive auditions held in over a dozen cities in the U.S. and abroad each winter.  Some 350-400 students are admitted each year; many of them will continue their studies and attain dance careers.  School tuition is a significant portion of the annual budget, accounting for a projected $7.1M (33%) of the Company's total of $21.1M in earned revenues in FY15. 
Community outreach initiatives, most of which are offered at no cost, are highly valued by local corporations and foundations, which contribute the majority of budgeted expenses for each program year.  Individuals, further inspired by the quality of BBS students, contribute some $150,000 each year in scholarship support. 
Program Long-Term Success 
For more than 50 years, Boston Ballet School has sought to provide the highest quality in classical dance training and thereby promote understanding and enjoyment of the art form.  Since the late 1980's, the Company has pursued a mission-based objective to extend similar ideals to the general public, developing a range of access programs, as well as enduring partnerships with the city of Boston and the Boston Public Schools. 
Program Success Monitored By 
The success of these programs is overseen by Margaret Tracey and Michele Carreiro, who respecitively monitor the artistic and administrative aspects of Boston Ballet School and related educational programming.  Ms. Tracey and the principals for each School site in turn supervise and evaluate the full- and part-time faculty members who teach studio classes.  Zakiya Thomas oversees the progress of the Education/Community Initiatives division, whose staff and faculty produce and deliver Citydance, Taking Steps, Adaptive Dance, and other access programs, each of which has its own evaluation component.
Examples of Program Success 
A highly visible example of Boston Ballet School's success is in the increasing number of dancers who complete BBS training and later enter the Company or its junior ensemble, Boston Ballet II (BBII).  This traditional path ensures the professionalism and stylistic continuity that are among the hallmarks of the world's greatest ballet companies.
The longevity of the Company's main outreach programs -- Citydance (23 years), Taking Steps (15 years) and Adaptive Dance (13 years) -- is a marker of their success and an indication of Boston Ballet's staunch, mission-based commitment to such initiatives.  Through these classes, thousands of children have been exposed to dance; hundreds have been granted the opportunity to study at BBS.  Citydance has produced several alumni -- including corps member Isaac Akiba -- who have pursued further dance study and attained professional status. 

CEO/Executive Director/Board Comments

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Management


CEO/Executive Director Ms. Meredith Hodges
CEO Term Start Aug 2014
CEO Email [email protected]
CEO Experience

Meredith (Max) Hodges joined Boston Ballet as Executive Director in August 2014. She has a wide range of experience that has combined both the not-for-profit arts and the for-profit management industries.

 

Prior to joining Boston Ballet, Max served as Executive Director of Gallim Dance, a New York-based contemporary dance company dedicated to performing original work by Artistic Director Andrea Miller, a 2014 Guggenheim Fellow. At Gallim, she led efforts to increase performance activity and the company's artistic profile, while significantly increasing revenue. Gallim Dance performs internationally in venues that include the Brooklyn Academy of Music, the Spoleto Festival, and the Theatre National de Chaillot in Paris, France. At the Museum of Modern Art (MoMA), Max worked in a variety of roles, most recently as a Project Director leading strategic development, membership, and technology initiatives. She has also worked as a Senior Associate Consultant with Bain & Company, consulting for clients in multiple industries, including private equity and consumer products.

 

Max is a graduate of Harvard College and Harvard Business School. She was a panelist at the Dance/USA 2013 Annual Conference and has lectured on arts entrepreneurship at The Juilliard School.

 

 


Co-CEO Mr. Mikko Nissinen Artistic Director
Co-CEO Term Start Sept 2001
Co-CEO Email [email protected]
Co-CEO Experience  Mikko Nissinen became Artistic Director of Boston Ballet/Boston Ballet School in 2001. Born in Helsinki, Finland, he began his dance training at 10 with The Finnish National Ballet School and launched his professional career at 5 with The Finnish National Ballet. In 1978, he won First Prize at The National Ballet Competition in Kuopio, Finland. After continuing his studies at The Kirov Ballet School, Nissinen danced with Dutch National Ballet, Basel Ballet and San Francisco Ballet, where he was a principal dancer for ten years. His vast repertoire ranged from classical to contemporary works and he appeared frequently as a guest artist and at international galas.
Nissinen directed the Marin Ballet (San Rafael, CA) from 1996-1998, and Calgary's Alberta Ballet from 1998-2001, also serving as Executive Director from 1999-2000. Under his leadership, Alberta Ballet’s visibility, stature, schedule and touring increased.
As Artistic Director, Nissinen has redefined Boston Ballet’s image, cultivating a compelling repertoire of classical, neo-classical and contemporary ballets, including full length classics, Balanchine masterworks, new works and world premieres by such contemporary choreographers as Forsythe,  Kylián, Martins, Morris and Wheeldon. The Company, praised as one of America's the leading ballet organizations, is acclaimed for its excellence, artistry and versatility. Firmly committed to advancing the art form and ensuring its future, Nissinen actively promotes and commissions emerging such choreographers as Helen Pickett, Sabrina Matthews and Heather Myers. In 2005 he appointed Resident Choreographer Jorma Elo,who has since created six world premieres for the Company. Nissinen’s own choreography includes productions ofSwan Lake,Raymond Act IIIandThe Nutcracker. Audiences and critics alike have noted the Company’s remarkable development during Nissinen’s tenure.

Former CEOs and Terms

Name Start End
Mr. Barry Hughson May 2009 Jan 2014

Senior Staff

Name Title Experience/Biography
Mr. Dave Czesniuk Managing Director, Boston Ballet School --
Mr. Charles Heightchew Manager, Costumes and Wardrobe --
Mr. Russell Kaiser Assistant Artistic Director --
Mr. Jonathan McPhee Music Director Emeritus --
Mr. Mikko Nissinen Artistic Director --
Mr. Benjamin J. Phillips Production Manager/Technical Director --
Ms. Jennifer M. Rodts Director of Human Resources --
Ms. Melanie Sheffield Director of Development --
Mr. James Tague Director of Finance --
Ms. Margaret Tracey Director, Boston Ballet School --
Ms. Jennifer Weissman Chief Marketing Officer --

Awards

Award Awarding Organization Year
-- -- --

Affiliations

Affiliation Year
Dance USA --
Member of state association of nonprofits? Yes
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --

Collaborations

Boston Ballet maintains partnerships with the City of Boston, the Boston Public Schools, and a range of other city institutions.  As a resident organization at The Boston Opera House, the Company works with LiveNation to advance the viability of its new performance home, one of the linchpins of the Downtown Crossing revival. Since May 2010, Boston Ballet School has presented its year-end performance,Next Generation, at the Opera House. This showcase features Boston Ballet School pre-professional division students accompanied by the young musicians of the New England Conservatory Youth Symphony, whose participation represents the Company's ongoing relationship with NEC and other academic institutions, including Boston University and Harvard. Other examples of artistic collaboration this season include the Company's appearance on the Charles River Esplanade with the Boston Landmarks Orchestra (August, 2011) and the scheduled participation of Boston Ballet II in Opera Boston's production of Tippett's The Midsummer Marriage (February, 2012).

CEO/Executive Director/Board Comments

Contract staff = stagers, guest lighting designers, etc.  Number entered is for FY12.

Foundation Comments

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Staff Information

Number of Full Time Staff 172
Number of Part Time Staff 540
Number of Volunteers 180
Number of Contract Staff 30
Staff Retention Rate % --

Staff Demographics

Ethnicity African American/Black: 1
Asian American/Pacific Islander: 11
Caucasian: 142
Hispanic/Latino: 11
Native American/American Indian: 0
Other: 7
Other (if specified): Bi-racial
Gender Female: 107
Male: 65
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Yes
Organization has Strategic Plan? Yes
Years Strategic Plan Considers --
Management Succession Plan --
Business Continuity of Operations Plan --
Organization Policies And Procedures Under Development
Nondiscrimination Policy Yes
Whistle Blower Policy Yes
Document Destruction Policy Yes
Directors and Officers Insurance Policy Yes
State Charitable Solicitations Permit Yes
State Registration --

Risk Management Provisions

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Reporting and Evaluations

Management Reports to Board? Yes
CEO Formal Evaluation and Frequency Yes Annually
Senior Management Formal Evaluation and Frequency Yes Annually
Non Management Formal Evaluation and Frequency Yes Annually

Governance


Board Chair Mr. Jack R. Meyer
Board Chair Company Affiliation Convexity Capital Management
Board Chair Term May 2009 - June 2018
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Mr. Eric Aboaf State Street Voting
Lisa A. Blumenthal No Affiliation Voting
Ms. Stephanie L. Brown LPL Financial Voting
Mr. Roy Burns TA Associates Voting
Dr. Charles S. Carignan MD Physician Voting
Mr. James D. Clubb Ernst & Young Voting
Ms. Lynn Dale Lynn Dale Associates Voting
Ralph de la Torre MD CEO, Steward Healthcare Voting
Ms. Donna Egan Community Volunteer Voting
Ms. Nina S. Fialkow Community Volunteer Voting
Ms. Leigh Fraser Esq. Ropes and Gray Voting
Susan Y. Friedman No Affiliation Voting
Ms. Elizabeth Godfrey Community Volunteer Voting
Mr. Paul Henderson CourseKicker Voting
Ms. Meredith Hodges Boston Ballet Executive Director Exofficio
Ms. Andrea Hoff COO, Morgan & Milo Voting
Mr. Tito H. Jackson Boston City Councillor Voting
Mr. Jack R. Meyer Convexity Capital Management Voting
Mr. Nick Nanda Kaleidoscope Capital Voting
Mr. Mikko Nissinen Boston Ballet Exofficio
James L.J. Nuzzo The Colchester Group Voting
Mr. John Osbon CEO, Osbon Capital Exofficio
Eleanor Y. Pao E&F Realty Associates Voting
Alison A. Quirk State Street Corporation Voting
Ms. Jill W. Roberts Community Volunteer Voting
Ms. Pixley Schiciano Boston Ballet School Voting
Laura J. Sen BJ’s Wholesale Club Voting
Ruth E. Shefer Ph.D President, Newton Scientific Institute Voting
Ms. Ellen P. Slaby Eduventures, Inc. Exofficio
Mr. James Tague Boston Ballet CFO Exofficio

Constituent Board Members

Name Company Affiliations Status
-- -- --

Youth Board Members

Name Company Affiliations Status
-- -- --

Advisory Board Members

Name Company Affiliations Status
-- -- --

Board Demographics

Ethnicity African American/Black: 1
Asian American/Pacific Islander: 2
Caucasian: 25
Hispanic/Latino: 1
Native American/American Indian: 0
Other: 1
Other (if specified): South Asian
Gender Female: 17
Male: 13
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 3
Board Meeting Attendance % 62%
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions --
Constituency Includes Client Representation Yes

Standing Committees

  • Audit
  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Education
  • Executive
  • Finance
  • Trusteeship

CEO/Executive Director/Board Comments

-  Matters of training and access are overseen by two distinct standing Board committees:  the Boston Ballet School Committee and the Education/Community Initiatives Committee.
- In accordance with institutional goals, the Trusteeship Committee of the Board has made a strong commitment to the pursuit of diversity. Trustees and executive leadership have met with senior leaders of The Boston Foundation, The Partnership, City Year, Year Up, United Way, and the Urban League and are continuing to network. The Committee is exploring several approaches, including the creation of one or more Board seats that are specially designated for diversity representation.
-Directors and officers are covered by a liability insurance policy. 
 

Foundation Comments

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Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Fiscal Year July 01, 2017 to June 30, 2018
Projected Income $34,988,000.00
Projected Expense $34,988,000.00
Form 990s

2015 990

2014 990

2013 990

2012 990

2011 990

2010 990

2009 990

2008 990

Audit Documents

2016 Audit

2015 Audit

2014 Audit

2013 Audit

2012 Audit

2011 Audit

2010 Audit

2009 Audit

IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2015 2014 2013
Total Revenue $33,215,890 $35,839,017 $32,835,530
Total Expenses $33,775,926 $38,487,326 $31,933,616

Prior Three Years Revenue Sources

Fiscal Year 2015 2014 2013
Foundation and
Corporation Contributions
-- -- --
Government Contributions $189,000 $100,000 $90,000
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified $189,000 $100,000 $90,000
Individual Contributions $10,879,337 $15,495,318 $13,582,371
Indirect Public Support -- $0 --
Earned Revenue $19,385,436 $18,723,566 $17,314,838
Investment Income, Net of Losses $931,139 $483,783 $553,384
Membership Dues -- $0 --
Special Events $1,403,546 $933,112 $1,007,303
Revenue In-Kind -- -- --
Other $427,432 $103,238 $287,634

Prior Three Years Expense Allocations

Fiscal Year 2015 2014 2013
Program Expense $28,318,160 $33,192,672 $26,542,144
Administration Expense $3,640,821 $3,638,319 $3,787,908
Fundraising Expense $1,816,945 $1,656,335 $1,603,564
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 0.98 0.93 1.03
Program Expense/Total Expenses 84% 86% 83%
Fundraising Expense/Contributed Revenue 15% 10% 11%

Prior Three Years Assets and Liabilities

Fiscal Year 2015 2014 2013
Total Assets $28,758,913 $30,529,725 $29,924,104
Current Assets $4,202,897 $5,760,370 $8,737,986
Long-Term Liabilities $3,614,316 $3,755,510 $2,475,000
Current Liabilities $7,310,273 $7,702,426 $6,805,553
Total Net Assets $17,834,324 $19,071,789 $20,643,551

Prior Three Years Top Three Funding Sources

Fiscal Year 2015 2014 2013
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value $8,200,000.00
Spending Policy Percentage
Percentage(If selected) 4.0%
Credit Line Yes
Reserve Fund No
How many months does reserve cover? --

Capital Campaign

Are you currently in a Capital Campaign? No
Capital Campaign Purpose --
Campaign Goal --
Capital Campaign Dates -
Capital Campaign Raised-to-Date Amount --
Capital Campaign Anticipated in Next 5 Years? --

Short Term Solvency

Fiscal Year 2015 2014 2013
Current Ratio: Current Assets/Current Liabilities 0.57 0.75 1.28

Long Term Solvency

Fiscal Year 2015 2014 2013
Long-term Liabilities/Total Assets 13% 12% 8%

CEO/Executive Director/Board Comments

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Foundation Comments

Financial summary data in the charts and graphs above are per the organization's IRS Form 990s.  Contributions from foundations and corporations are listed under individuals when the breakout was not available.

Documents


Other Documents

No Other Documents currently available.

Impact

The Impact tab is a section on the Giving Common added in October 2013; as such the majority of nonprofits have not yet had the chance to complete this voluntary section. The purpose of the Impact section is to ask five deceptively simple questions that require reflection and promote communication about what really matters – results. The goal is to encourage strategic thinking about how a nonprofit will achieve its goals. The following Impact questions are being completed by nonprofits slowly, thoughtfully and at the right time for their respective organizations to ensure the most accurate information possible.


1. What is your organization aiming to accomplish?

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2. What are your strategies for making this happen?

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3. What are your organization’s capabilities for doing this?

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4. How will your organization know if you are making progress?

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5. What have and haven’t you accomplished so far?

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