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Organization DBA Jose Mateo Ballet Theatre
Former Names Ballet Theatre of Boston, Inc. (1986)
Organization received a competitive grant from the Boston Foundation in the past five years Yes

Summary

Mission StatementMORE »

Ballet Theatre of Boston d/b/a Jose Mateo Ballet Theatre’s Mission is to create new ballets of excellence that are stimulating and culturally relevant to diverse audiences, to create an innovative approach to ballet training that welcomes diversity and ensures unanimous participation and achievement by all students, and to create sustainable, inclusive and engaging outreach programs that make ballet accessible to participants of all racial, cultural and economic backgrounds. 

Mission Statement

Ballet Theatre of Boston d/b/a Jose Mateo Ballet Theatre’s Mission is to create new ballets of excellence that are stimulating and culturally relevant to diverse audiences, to create an innovative approach to ballet training that welcomes diversity and ensures unanimous participation and achievement by all students, and to create sustainable, inclusive and engaging outreach programs that make ballet accessible to participants of all racial, cultural and economic backgrounds. 

FinancialsMORE »

Fiscal Year July 01, 2016 to June 30, 2017
Projected Income $2,243,388.00
Projected Expense $2,427,372.00

ProgramsMORE »

  • Dance for World Community
  • The Ballet Training School
  • The Performance Company

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

Ballet Theatre of Boston d/b/a Jose Mateo Ballet Theatre’s Mission is to create new ballets of excellence that are stimulating and culturally relevant to diverse audiences, to create an innovative approach to ballet training that welcomes diversity and ensures unanimous participation and achievement by all students, and to create sustainable, inclusive and engaging outreach programs that make ballet accessible to participants of all racial, cultural and economic backgrounds. 

Background Statement

JMBT is a vibrant and diverse community of artists, arts educators, students, audiences members, and partnering organizations working at the intersection of artistic excellence, innovation, and social change.  Directed by Cuban-born founder Jose Mateo, the Company developed from a single studio dance school (founded in 1986) into the largest minority led performing arts organization in Greater Boston.  Dance for World Community, The School and The Company align to foster inclusive community engagement.
 
Dance for World Community (DWC)
DWC harnesses the vastly underutilized power of dance to improve the social and environmental health of our communities locally and beyond through a Local Partnership Model and a Global Network.  The Local Partnership Model utilizes a network of sustainable partnerships with city government, local businesses, cultural agencies, other performing arts organizations, and social service agencies to support and implement a robust set of outreach, education and leadership development programs.  The Global Network is a learning community of individuals and organizations focused on ways to evaluate, improve and disseminate the best practices of the Local Partnership Model as a means of utilizing dance to effect social change in communities around the world.
 
 The Ballet Training School
JMBT's school has gained an excellent reputation for its comprehensive curriculum (for youth and adults), exceptional faculty, nurturing environment, and humanistic approach to high quality dance education for students of all levels, body types and backgrounds.
 
The Performance Company
After performing for a decade in Boston's historic Theater District at the Emerson Majestic Theatre, and since 2001 at its own performance space (The Sanctuary Theatre in Harvard Square) JMBT regularly presents new classical ballets choreographed by Jose Mateo. For the past 24 years, the company has also presented its own version of The Nutcracker.  Distinguished as the only ballet company in New England with its own repertory of original works, it is the region's premiere presenter of new ballets.  Mr. Mateo's choreographic works also tell the stories of the shared human condition so that no matter who you are or where you are coming from, you can see a piece of yourself reflected onstage, making the traditionally isolated and elitist ballet form more relevant and accessible.

Impact Statement

Recent Accomplishments

- In September 2015, José Mateo Ballet Theatre opened a new studio location in Uphams Corner, Dorchester. The program provides classes for neighborhood children ages 3-7, with plans to expand to serve older children in the coming years. Currently 63 children hailing mostly from Dorchester and Roxbury receive ballet instruction at the campus located at St. Mary’s Episcopal Church. Of these students, 49 receive financial aid to make their participation possible. The average amount of tuition covered through need-based scholarship is 68% and over $25,000 in aid is awarded annually.

- In December 2015, as part of our continued commitment to Dorchester, for the sixth year in a row, we hosted performances of The Nutcracker at The Strand Theatre. Through the Community Ticket Access Program and Concerts for Young Audiences, over 9,000 free and discounted tickets were distributed.

- The Company’s 30th Anniversary Season (September 2015-May 2016) included world premieres of two Jose Mateo original ballets, adding to his repertory of over 80 contemporary ballets, demonstrating his continued commitment to the creation of new works relevant to today’s changing audiences.

Goals

JMBT has three major priorities:

- Equitable Inclusion: JMBT reflects the diversity of the community-at-large and all participants feel that their unique gifts are valued, nurtured and included.

- Capitalization: Become truly sustainable and resilient by building operating reserves and growing building reserves while continuing to diversify our sources of funding.

- Ensure organization legacy: Create a values-based business model capable of operating past the professional life of our founder, José Mateo. To ensure that this vision of equitable inclusion is advanced in the future, Trustees and other stakeholders are working to develop both a legacy and succession plan to reflect the eventual changing role of the founder (no near-term change in leadership is anticipated).


Needs Statement

  • Continue to address Boston’s demographic shift by remaining relevant to our changing community by growing our series of "Gateway programs" designed to introduce new participants to arts experiences/
  • Ensure strong relationships across sectors by strengthening our network of community partnerships.
  • Properly plan for a significant leadership transition as Founder Jose Mateo contemplates his approaching retirement. To proactively plan, the organization needs resources/consultancies to complete a baseline assessment of current impact and effectiveness to inform the creation of a new, realistic strategic plan. Viable financial and business plans for each business stream need to be created. Fundraising feasibility, organizational capacity and governance structures needs to be examined, and a detailed succession and operating plan must be adopted to ensure the future success of the organization.
  • Continue to build fundraising capacity to ensure a broad base of support across various sources as the organization looks to advance a significant effort to create a culture of giving among individual donors.

CEO Statement

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Board Chair Statement

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Geographic Area Served

Greater Boston Region-All Neighborhoods
Ballet Theatre serves all of Greater Boston with a recent focus on Uphams Corner in Dorchester with a newly launched ballet training program for children ages 3-9 and a continued presence at The Strand Theatre.

Organization Categories

  1. Arts,Culture & Humanities - Dance
  2. Youth Development - Youth Development Programs
  3. Public & Societal Benefit - Alliances & Advocacy

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

Under Development

Programs

Dance for World Community

Dance for World Community (DWC) is a project that harnesses the vastly underutilized power of dance to improve the social and environmental health of our communities locally and beyond.
 
The Local Partnership Model utilizes a network of sustainable partnerships with city government, local businesses, cultural agencies, other performing arts organizations, and social service agencies to support and implement a robust set of outreach, education and leadership development programs. 
 
Outreach Programs are based on Dance for the CommonWealth, a set of eight programs that throughout the organization's lifetime have drawn on the resources of JMBT's company and school to make high quality dance education and performance accessible to traditionally excluded members of society. Through programs such as the Scholarship Fund, Community Ticket Access Program and others, participants are integrated into the organization's cultural and educational events.
 
The Annual DWC Festival is an admission-free, large-scale event of dance performances and instruction, social advocacy and a community-wide dance party on the street which gathers our many partners, their combined constituencies, and volunteers who unite for a day of cultural enrichment, social interaction, advocacy and community celebration.
Budget  $362,656.00
Category  Arts, Culture & Humanities, General/Other Dance
Population Served At-Risk Populations Children and Youth (0 - 19 years) Families
Program Short-Term Success  --
Program Long-Term Success  --
Program Success Monitored By  --
Examples of Program Success  --

The Ballet Training School

JMBT's school has gained an excellent reputation for its comprehensive curriculum, exceptional faculty, nurturing environment, and humanistic approach to high quality dance education for students of all levels, body types, and backgrounds.  The school is composed of:
  • The Young Dancers Program, with classes for children ages 3-6 and an after-school ballet program for students ages 7-18;
  • YouthWorks, a group of student performers ages 13-18;
  • The Young Dancers Summer Intensive Program and Elementary Summer Dance Program, training for students ages 3-19;
  • The Open Class Program for adolescents and adults of all ages and levels; and
  • The Satellite School at the South Shore Conservatory in Duxbury.
The founding principles of JMBT's Youth Programs is that ballet is transformative and develops skills that provide children, young adults, families and communities with a solid foundation for lifetimes of health and achievement and that every child deserves a quality dance education.
 
Budget  $685,153.00
Category  Arts, Culture & Humanities, General/Other Dance Instruction
Population Served Children and Youth (0 - 19 years) Adults At-Risk Populations
Program Short-Term Success  --
Program Long-Term Success  --
Program Success Monitored By  --
Examples of Program Success  --

The Performance Company

After performing for a decade in Boston's historic Theater District at the Emerson Majestic Theatre, and since 2001 at its own performance space (The Sanctuary Theatre in Harvard Square), JMBT regularly presents new classical ballets choreographed by Jose Mateo.  For the past 24 years, the Company has also toured and presented its own version of The Nutcracker in community spaces.  JMBT is distinguished as the only ballet company in New England with its own repertory of original works and is the region's premiere presenter of new ballets. 
 
Housed in Harvard Square's Old Cambridge Baptist Church (currently the National Trust for Historic Preservation is developing a case study of the facility which it cites as one of the best re-uses of a house of worship in the country), The Sanctuary Theatre offers audiences a unique experience. Unlike traditional presentations, it is an intimate, 90-person venue featuring cabaret-style seating, close-up views of the dancers, and cocktails during the show, steeping the experience in the idea of community.  Equally important are the driving themes of Mr. Mateo's work--the shared human condition making the traditionally isolated and elitist ballet form more relevant and accessible.
Budget  $651,789.00
Category  Arts, Culture & Humanities, General/Other Dance Performances
Population Served Adults Families At-Risk Populations
Program Short-Term Success  --
Program Long-Term Success  --
Program Success Monitored By  --
Examples of Program Success  --

CEO/Executive Director/Board Comments

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Management


CEO/Executive Director Mr. Scott Fraser
CEO Term Start Apr 1987
CEO Email [email protected]
CEO Experience Mr. Fraser has been a key member of the Ballet Theatre of Boston (d/b/a José Mateo Ballet Theatre) staff since 1987.  During that time Mr. Fraser has acted as studio manager, company manager, director of development and for the past 12 years, managing director.  Currently Mr. Fraser is responsible for the strategic planning, facilities planning and capital fundraising.
 
During his tenure with the organization, Ballet Theatre has grown from a single studio dance school with an annual operating budget of $60,000 to the largest minority led performing arts organization in greater Boston with an operating budget of $2,000,000.
 
Mr. Fraser has served as a speaker for the Massachusetts Cultural Council and the Non Profit Finance Fund at convenings on the relationship of Balance Sheet Investments and Cultural Facilities Planning on organizational Programs and Mission.  He is an active participant of the Diversity and Inclusion Initiative at Third Secord New England and the Impact Initiative at the Non Profit Finance Fund’s Boston Offices. Mr. Fraser is a member of the American Express Foundation’s Leadership Academy, a leadership development program for emerging leaders who are dedicated and poised to be at the helm of the nonprofit sector.  He is a Past President of the Boston Dance Alliance and currently serves as a Director at OrigiNation’s, Inc. (an inner city dance program serving at-risk youth).
Co-CEO Mr. Jose Mateo
Co-CEO Term Start Apr 1986
Co-CEO Email [email protected]
Co-CEO Experience Mr. Mateo was born in Santiago de Cuba and raised in the South Bronx and Miami.  Mr. Mateo holds a B.A. from Princeton University, where he began his formal training in both ballet and modern techniques.  He intensively studied diverse styles of ballet, performed and toured with several companies, and formed his own vision of contemporary ballet: A New Classicism.  He has choreographed a repertory of highly acclaimed works over the past 25 years and the presentations of these works have been recognized alongside the work of international touring companies in The Boston Globe’s 10 Best Dance Events for numerous years.  Mr. Mateo is a three-time winner of the state recognized fellowship in choreography.  Based on his social entrepreneurship and civic contributions, in 2005, Mr. Mateo was named to the inaugural class of Barr Fellows by the Barr Foundation.  He has served as a Director of the Board of the Boston Cultural Council, the Cambridge Arts Council, Arts/Boston, Boston Dance Alliance, Dance Umbrella, and the Victoria Rowell Foster Children’s Positive Plan.  He is currently on the Advisory Board of Finca Vijia Foundation and serves as the treasurer of the Cambridge Arts Council Fund.

Former CEOs and Terms

Name Start End
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Senior Staff

Name Title Experience/Biography
Ms. Kelly E Delekta Director of Development and Institutional Advancement Ms. Delekta spent more than 10 years fundraising for some of New York's most prestigious institutions before joining Jose Mateo Ballet Theatre in Summer 2010.  Most recently she was Major Gifts Officer at the Animal Medical Center. Prior to that she served as Assistant Director of Development for the Paul Taylor Dance Foundation, raising funds for the Paul Taylor Dance Company, Taylor 2 and The Taylor School.  She began her development career with the New York Public Library and earned her Bachelor of Arts degree from Hamilton College in upstate New York.
Ms. Lori Manzelli Director of Marketing, Sales and Sponsorships --

Awards

Award Awarding Organization Year
-- -- --

Affiliations

Affiliation Year
-- --
Member of state association of nonprofits? No
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --

Collaborations

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CEO/Executive Director/Board Comments

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Foundation Comments

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Staff Information

Number of Full Time Staff 8
Number of Part Time Staff 5
Number of Volunteers 125
Number of Contract Staff 40
Staff Retention Rate % 82%

Staff Demographics

Ethnicity African American/Black: 4
Asian American/Pacific Islander: 0
Caucasian: 34
Hispanic/Latino: 5
Native American/American Indian: 0
Other: 3
Other (if specified): multi-racial
Gender Female: 38
Male: 7
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Yes
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 5
Management Succession Plan Yes
Business Continuity of Operations Plan No
Organization Policies And Procedures No
Nondiscrimination Policy Under Development
Whistle Blower Policy No
Document Destruction Policy No
Directors and Officers Insurance Policy Yes
State Charitable Solicitations Permit Yes
State Registration No

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 Richard Shea
Board Chair Company Affiliation Momenta Pharmaceuticals
Board Chair Term July 2002 -
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Ms. Erline Belton Lyceum Group Voting
Ms. Michelle Caldeira College Bound Voting
Ms. Bithiah Carter Grand Circle Foundation Voting
Mr. Gerald Caruso Rubin and Rudman Exofficio
Ms. Nuri Chandler Smith Bunker Hill Community College Voting
Mr. Brian Corr Cambridge Peace Commission Voting
Mr. Roberto Cremonini Consultant Voting
Ms. Jane Dixon The Boston Foundation Voting
Ms. Elizabeth Fischer Volunteer/Student Voting
Mr. Paul Francisco State Street Corporation Voting
Ms. Wendy Gutterson Hebrew Seniorlife Voting
Ms. Ellen Porter Honnet Counseling and Consulting Psychologist Voting
Ms. Erinn King Payden & Rygel Voting
Ms. Alicia Leuba National Trust for Historic Preservation Voting
Ms. Mara Littman Boston Date Night Voting
Mr. Jose Mateo Jose Mateo Ballet Theatre NonVoting
Ms. Makeeba McCreary Abekam Voting
Mr. Henry Tyssen Neading Ernst and Young LLP Voting
Ms. Julia Rabkin Bank of America Voting
Ms. Jayne Raphael College Coaching Professional Voting
Ms. Elaine Shannon Retired Voting
Mr. Jeffrey Shapiro State of Massachusetts Voting
Ms. Tina Snider Entrepreneur Voting
Ms. Valentine P. Talland Isabella Stewart Gardner Museum Voting
Ms. Rebecca Thomas Nonprofit Finance Fund Voting

Constituent Board Members

Name Company Affiliations Status
-- -- --

Youth Board Members

Name Company Affiliations Status
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Advisory Board Members

Name Company Affiliations Status
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Board Demographics

Ethnicity African American/Black: 6
Asian American/Pacific Islander: 0
Caucasian: 16
Hispanic/Latino: 3
Native American/American Indian: 0
Other: 0
Other (if specified): 0
Gender Female: 17
Male: 7
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 3
Board Meeting Attendance % 75%
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy Under Development
Percentage of Monetary Contributions 90%
Percentage of In-Kind Contributions 100%
Constituency Includes Client Representation Yes

Standing Committees

  • Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
  • Finance
  • Nominating
  • Strategic Planning / Strategic Direction

CEO/Executive Director/Board Comments

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Foundation Comments

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Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2015 (%)

Expense Breakdown 2014 (%)

Expense Breakdown 2013 (%)

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2015 2014 2013
Total Revenue $2,327,823 $1,874,781 $1,758,151
Total Expenses $2,267,396 $1,997,950 $1,982,024

Prior Three Years Revenue Sources

Fiscal Year 2015 2014 2013
Foundation and
Corporation Contributions
-- -- --
Government Contributions $0 $0 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified -- -- --
Individual Contributions $979,497 $749,775 $537,687
Indirect Public Support -- -- --
Earned Revenue $1,325,218 $1,093,266 $1,217,317
Investment Income, Net of Losses $442 $19 $173
Membership Dues -- -- --
Special Events $22,666 $31,721 $2,974
Revenue In-Kind -- -- --
Other -- -- --

Prior Three Years Expense Allocations

Fiscal Year 2015 2014 2013
Program Expense $2,048,016 $1,802,623 $1,808,062
Administration Expense $85,071 $51,175 $45,176
Fundraising Expense $134,309 $144,152 $128,786
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.03 0.94 0.89
Program Expense/Total Expenses 90% 90% 91%
Fundraising Expense/Contributed Revenue 13% 18% 24%

Prior Three Years Assets and Liabilities

Fiscal Year 2015 2014 2013
Total Assets $3,074,476 $2,994,323 $3,029,831
Current Assets $650,280 $936,043 $1,059,162
Long-Term Liabilities $504,143 $520,217 $535,565
Current Liabilities $490,670 $454,870 $351,861
Total Net Assets $2,079,663 $2,019,236 $2,142,405

Prior Three Years Top Three Funding Sources

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

Endowment Value --
Spending Policy --
Percentage(If selected) --
Credit Line Yes
Reserve Fund Yes
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? Yes

Short Term Solvency

Fiscal Year 2015 2014 2013
Current Ratio: Current Assets/Current Liabilities 1.33 2.06 3.01

Long Term Solvency

Fiscal Year 2015 2014 2013
Long-term Liabilities/Total Assets 16% 17% 18%

CEO/Executive Director/Board Comments

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Foundation Comments

Financial summary data in the charts and graph above are per the organization's audited financials. Contributions from foundations and corporations are listed under individuals as 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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