Central Florida Community Arts Inc.
Physical Address
250 SW Ivanhoe Blvd
Orlando FL 32804
Contact Information
Address Physical Address
250 SW Ivanhoe Blvd
Orlando, FL 32804
Phone (407) 937-1800 706
Web and Social Media
Donate with a credit card http://cfcarts.com/donate/
CFCArts' Children and Youth Arts Programs

Central Florida Community Arts is a non-profit 501(c)(3) Musical Arts organization that believes every artist of every age should have a cultural platform to connect, serve, & perform!

CFCArts exists to enrich our community’s quality of life by making the arts accessible and affordable for all. We provide an inclusive and welcoming creative platform where individuals can connect by joining an artistic family, perform for audiences across the socioeconomic spectrum, and use their talents to serve the community.
CEO/Executive Director Mr. Joshua Vickery
Board Chair Ms. Sara Brady
Board Chair Company Affiliation Sara Brady PR
IRS Ruling Year 2011
Financial Summary
Revenue vs Expense Bar Graph
Projected Revenue $1,251,087.90
Projected Expenses $1,247,391.75

Central Florida Community Arts is a non-profit 501(c)(3) Musical Arts organization that believes every artist of every age should have a cultural platform to connect, serve, & perform!

CFCArts exists to enrich our community’s quality of life by making the arts accessible and affordable for all. We provide an inclusive and welcoming creative platform where individuals can connect by joining an artistic family, perform for audiences across the socioeconomic spectrum, and use their talents to serve the community.
Impact Major Accomplishments in 2017:
  • 30 separate productions, representing 119 opportunities for public participation
  • More than 28,273 patrons attending CFCArts shows
  • Further development of young programs like the Young Artist Orchestra, Theatre, and Arts and Wellness, moving them toward greater success
  • Launch of Arts and Wellness programs for healthily aging artists over 60
  • Redevelopment of volunteer efforts into the CFCArts Volunteer Company  
  • Implementation of a comprehensive marketing plan that supports all services and program areas, to include the development of a key message strategy for each major initiative
  • Development of a year-round survey calendar using a variety of survey tools (telephone, online, in person, etc.) to compile important demographics and statistics
Primary Goals for 2018: 
  • Broaden the diversity, reach, and influence of the CFCArts Board to better reflect the community's population
  • Increase the racial and ethnic diversity of program offerings to better reflect the community's population.
  • Expand Youth Programs to include more programs for preschoolers and a more diverse array of program offerings
  • Increase the number of low-cost rental opportunities for external organizations in our Theatre space
Independent Research has been conducted on this organization's theory of change or program effectiveness? Under Development
Technology - To better achieve sustainability, CFCArts must improve the technology available to its team - and ultimately to the community. Following are the greatest technological needs of CFCArts:
a. High-volume postage meter to reduce cost of stamps ($5,000) 
b. High-volume copy machine, with built-in hole-punching, stapling, and booklet making, to support administrative and production purposes ($7,500)
Background After years of music making, Joshua Vickery and Jonathan Cole realized that Central Florida held tremendous potential for cultivating an arts organization where every musician could use his or her talents. In September 2010, the journey towards realizing that potential began. Through the dreaming, networking, determination, and sacrifices of those two leaders, a community choir of 75 members came together to present "Salute to American Heroes." The Central Florida Community Choir now stands 400 voices strong, and the 25-person community orchestra that assembled to accompany that first concert has now grown to a Symphony Orchestra of more than 130 musicians. Recognizing the community’s desire and demand to expand the arts, a team of core volunteer staff members and a board of directors were recruited to continue building on the initial vision.
Because the core purpose of the organization is to offer arts opportunities to every musician in every walk of life, CFCArts recognized that becoming a non-profit organization would foster the optimum structure to serve its mission; following necessary restructuring, non-profit status was awarded in 2011. As the production roster continued to develop, CFCArts cultivated its additional objective to serve the non-profit sector by offering musical performances to enhance special events and fundraising activities. Throughout its first year, CFCArts collaborated with 16 additional non-profit organizations; that number has now risen to more than 100, on top of more than 150 "on the road" performances provided at no cost to the Central Florida community.

The Children & Youth Arts Program was developed in early 2012, and now offers a comprehensive variety of performing arts opportunities for young artists from age 3 through 12th grade, with summer performance camps and outreach programs rounding out the performance calendar.
The School of Performing Arts was founded in February 2013 and, since then, has continued to grow and gain momentum in the community. 
2015 proved to be a banner year for CFCArts. After the board of the Florida Young Artists Orchestra approached CFCArts about taking the reins of that ensemble, major support from the Universal Orlando Foundation was secured, and the Young Artist Orchestra became a part of the CFCArts family. Later that year, the Theatre program also, providing patrons a more intimate theatrical experience in a 100-seat black box theatre specifically developed for our productions.
Recognizing the growing need for arts offerings for patients and families affected by memory loss, the Musical Minds Choir launched in 2016 as the first component of our Arts and Wellness programs. With the support of local healthcare providers and The Winter Park Health Foundation, that program area has now grown to include offerings designed for those experiencing the effects of any number of physical or cognitive disabilities, as well as the new Arts in Action program, providing accessible and affordable artistic outlets for healthily-aging artists over the age of 60.
Scholarships and financial support are offered as needed so that money is never an obstacle to participation. Tickets are sold at the lowest possible prices ($10 has been the starting ticket price since our first concert in 2011) to further our goal of making the arts affordable and accessible for everyone in Central Florida.
CEO Statement
CFCArts' programs and outreach would not be possible without the tireless efforts of our volunteers and senior staff members, many of whom work full or part time jobs outside of the organization and sacrifice their personal time to serve us. As Executive Director, I manage our staff to ensure the health of our daily operations. It is a passion for arts, connecting with other artists, and serving our community by presenting the arts that keeps our motivation flowing and our organization growing.
Our ultimate goal is to have a centrally located Community Arts Center, where we can open the doors to creative and performing artists from every discipline to join us in solidifying Central Florida's position as a major destination for arts and culture.
Board Chair Statement CFCArts is a community based organization that is changing the face of Central Florida. We are an organization that maintains a keen focus on its mission and aims to give every artist of every skill level in Central Florida a place to Connect, Serve, and Perform. CFCArts has an incredible staff and team of both paid and unpaid individuals who are dedicated to helping to further the arts in Central Florida, ensuring accessibility to all. Our board comprises a diverse array members with skills as widespread as law and talent casting. At the backbone of our organization is our community of members and volunteers. We are not an idle group that exists to serve ourselves and our own interests; rather, we have passionate volunteers in our community constantly using their talents to partner with local non-profits while also fulfilling our mission. There is an undeniable aura of community within this organization of like-minded people, united by their passion for serving our community through the arts. It is through that passion that CFCArts will continue to Connect, Serve, and Perform in Central Florida for years to come.
NTEE Information
Primary Organization Type Arts,Culture & Humanities
Primary Organization SubType Performing Arts
Secondary Organization Type Arts,Culture & Humanities
Secondary Organiztion SubType Performing Arts Schools
Tertiary Organization Type Health Care
Tertiary Organization SubType Patient & Family Support
Areas Served
Geographic Areas Served
FL - Orange
FL - Lake
FL - Osceola
FL - Seminole
FL - Winter Park
FL - Brevard
  • Orlando
  • Bithlo
  • Kissimmee
  • Longwood
  • Maitland
  • Orlando
  • Parramore
  • Pine Hills
  • Sanford
  • Winter Park
  • Altamonte Springs
HelpWhat is the organization aiming to accomplish? This is the organization's ultimate goal for intended impact.
Ultimate Goal:
CFCArts strives to become a national leader in multidisciplinary, community-driven, performing arts programs, serving ages from VPK through to seniors. 
Intended Impact: 
CFCArts believes in the power of the arts to help build and sustain "healthy" communities.  
Research states the following:
1. Engagement in community arts activities contributes to personal and social development, helping people to feel better and healthier and build new skills and knowledges.
2. Personal benefits include improved communication, planning and organizational skills, increased capacities to collect, organize and analyze information and increased problem solving.
3. Social benefits include enhanced connections and networks, improved local image, stronger sense of place, identity and heritage.
4. Community performances and events are said to inform, inspire, mobilize and heal groups of people, through the production of common shared stories and presentations.
5. "A community cannot be a community without a shared narrative." 
1. Approach: Multidiscplinary performing arts
2. Performers: Mix of talented amateurs and skilled professionals  
3. Ages: All ages
4. Geography: Current 5-County area of Central florida
5. Special emphasis: At-risk youth and neighborhoods 
6. Costs: Affordable for all
1. Wide variety of area non-profit agencies, including performing and visual arts, schools, social welfare agencies, churches, and governments
2. Multi-Cultural Arts Network 
HelpWhat are the organization's strategies for its stated long-term goals?
1. Continue to leverage the power of partnerships. Co-brand where possible.  Share venues.
2. Increase the diversity of the Board and the program offerings. Harness the creativity and connections of the Multi-Cultural Arts Network
3. Each season, offer a robust calendar of performing arts opportunities designed to meet the interests of new and experienced performers and patrons.
4. Launch the new initiative focused on performing arts for community members 60+ years of age in Eatonville, Maitland, and Winter Park.
5. Launch the new Youth Community Choir
HelpWhat are the organization’s capabilities for doing this? What resources, capacities, and connections support its progress towards long-term goals? CFCArts thrives due to the vision of its co-founders, the commitment of its board members, and the dedication of its senior staff and performing arts faculty. 

Under the Executive Director’s disciplined approach, CFCArts employs experienced professionals to lead every aspect of the business, resulting in a consistently high retention rate of senior staff, volunteer leaders, and board members. 

CFCArts board members are actively engaged with the organization in  board meetings, strategy sessions, committees, and board/staff social events.  They take seriously their governance role as stewards of CFCArts and clearly support the Executive Director in his administrative leadership role.  Board members serve on committees including finance, planning, programming and development, often working with staff leadership to advance those areas effectively. 

The Executive Director encourages the transparency of budgeting and expenditures through a partnership with the finance committee.  This collaboration allows the organization to operate in the black with no deficit and a cash reserve. 

CFCArts has profited through steady growth in membership, patronage, sponsorship, and grants/gifts. Sponsorships have come from local businesses and regional corporate leaders. 

While our members pay dues, they also generously invest through contributions to projects and in recurring monthly support. 

The board and Executive Director are actively developing a comprehensive strategic plan to build capacity and ensure long term sustainability.    
HelpHow will the organization know if it is making progress? What are the key qualitative and quantitative indicators against which the organization assesses its progress toward its intended impact? The following tools are used to ensure our level of quality and services is in line with our mission and vision:

The organization sends out surveys to its members at least annually asking for feedback, critiques and recommendations.  The surveys are reviewed by executive director and board to ensure we are keeping in tune with our members and their needs. Our goal is to achieve 80% above average rating.
 As part of our process to support our nonprofit partners, we send out follow up emails asking for feedback on our contribution and/or performances to their fundraisers.
Each of our programs has a key target for membership count each season.  We track, monitor and report on our membership using Sales Force system which is provided on a weekly basis to senior management. 
We forecast and budget our annual goals for each program and hold quarterly meetings with a finance committee and board to review budget to actual accomplishments.
The Executive Director attends a majority of rehearsals and solicits creative ideas on an ongoing basis.  He has an open door policy and frequently meets with volunteers, senior management and board members to keep a pulse on the organization’s activity.
HelpWhat has and hasn’t been accomplished so far? Progress is measured by observable, consistent growth in:
1. Program offerings
2. Youth and adult programs
3. Membership
4. Audience attendance
5. Volunteer pool
6. Partnerships
7. Revenues
The Board and Executive Director are extremely pleased by the progress Central Florida Community Arts has made since its inception.  The establishment and growth of a community choir, community orchestras, children and youth programs, ambassador ensemble, and a school of performing arts places the organization well ahead of its original target dates for these efforts. 

We continue to benefit from member referrals and audience patrons who seek to join the organization to participate in future events.  The consistency and stability of our membership base is very important both for steady revenue and as a resource in our efforts to supply other local non-profits with musical entertainment in support of their mission.   

The ability to secure office space in the Orlando metropolitan area was a key progress milestone.  The facility establishes a place to meet potential donors, members, and students; is the home of the performing arts school; and provides a place for staff and board members to conduct business and strategy sessions. 

Adjusting to exponential growth due to the desire by community members to participate in our experiences has created challenges in finding venues large enough for our performance groups and audiences and has forced us to consider multiple rehearsals and performances to accommodate member demand.

Ultimate long term success is having a CFCArts center, where artists from all areas, including performing arts, visual arts, drama, film, creative writing, and other art forms, are invited to join us in helping establish Central Florida as a destination region for arts and culture.
The Central Florida Community Choir is a non-auditioned, volunteer choir comprised of singers from throughout Central Florida. The choir includes men and women of all races and ethnicities, ranging from late teens to early 80’s, and includes professional singers as well as those who joyfully sing as a hobby.
400 voices in 5 different styles of choirs have all performed full concerts, with themes ranging from patriotic to Disney; each performance year includes an annual Christmas concert and at least one fully-produced concert version of a Broadway musical. The Choir continually gives back to the Community by serving other nonprofit organizations with volunteer performances at their respective fundraisers and special events.
Population Served Adults
Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact.
Program success is measured by:
  • Number of choir members
  • Attendance records of choir members
  • Number of performances in which choir participates or is highlighted
  • Number of first-time ticket buyers
  • Number of returning guests
  • Satisfaction surveys of choir and audience members
  • Comment cards
Central Florida Community Orchestra is a 130-piece, non-auditioned, volunteer community orchestra with musicians (age 16+) from all walks of life and from throughout the Central Florida area. It boasts amateurs who play simply for the joy of it, instrumentalists who haven’t played in years but want to re-learn and experience the satisfaction of playing again, and professional musicians who are looking for an alternate creative outlet for their art.
Their diverse repertoire ranges from classic symphonic literature to pops-style concerts featuring Broadway and film scores. Members also accompany the Community Choir for their major concerts.
Orchestra members formed several small ensembles, including string quartets, a flute choir, and a big band, providing new performance opportunities and allowing our Orchestra to increase community outreach efforts.
Population Served Adults
K-12 (5-19 years)
Aging, Elderly, Senior Citizens
Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact.
Program success is measured by:
  • Number of orchestra members
  • Attendance records of orchestra members
  • Number of performances in which choir participates or is highlighted
  • Number of first-time ticket buyers
  • Number of returning guests
  • Satisfaction surveys of orchestra and audience members
  • Comment cards.
Examples of SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success.
Central Florida Adult Community Orchestra has grown to 130 musicians with 4 active ensembles. Average attendance at Adult Orchestra performances is 1,000 audience members.

Following are examples of Children/Youth Programs.  Each season ends with a full production/performance:

  • Preschool Musical Theater, 3 & 4 year olds.
  • Beginner Musical Theater, K - 2nd.
  • Intermediate Musical Theater, 3rd - 5th grade.
  • Youth Company Musical Theater, 6th - 12th grade.
  • Vocal Ensemble Groups, 5th - 12 grade.

CYAP strives to nurture performing talent, foster collaboration skills, build self-confidence, boost self-esteem, cultivate creativity and intellectual curiosity, and model behaviors that inspire positive social interactions. The program helps young people build bridges across the socio-economic divide and foster long-lasting friendships.  

Population Served K-12 (5-19 years)
Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact.

Program success is measured by:

  • Number of youth participants in each age and program group
  • Attendance records of participants
  • Number of productions offered
  • Satisfaction surveys of both participants, referral organizations, parents/guardians, and faculty.

The success of Creative Kids can be measured through the quantity of active involvement of the students in other areas of the performing arts. Over 90% of the youth report involvement in artistic opportunities such as professional entertainment roles, community choirs, orchestras, and school performing arts participation.


The School of Performing Arts provides one-one instruction in voice, piano, guitar, brass and woodwinds, plus group workshops in acting, auditioning, music theory and dance.  All are taught by experienced, professional teachers.
The school assists the organization’s efforts to support members of the community in their desire to explore the performing arts.  The mission is to instill a lifelong love for the performing arts; to teach musical concepts and skills; to provide each student a sense of confidence and skill; to teach the amateur musician at an appropriate level and to allow the advanced student a chance to teach. 
To remain as affordable as possible, lesson fees are kept to a minimum, and professional teachers throughout the area share their craft with students on a weekly basis.  
Population Served K-12 (5-19 years)
Short Term SuccessHelpOrganizations describe near term achievement(s) or improvement(s) that will result from this program. This may represent immediate outcomes occurring as a result of the end of a session or service.
The short term success for the School of Performing Arts is measured by student count, the number of lessons given, the consistency of student involvement, and the ability to increase our lesson volume through student referrals and community exposure. 
By the end of 10 weeks of lessons, 80% of students in private lessons will be prepared to successfully perform in a season recital.  
It is essential to the vision of the program that the students grow not only in performance ability, but also in personal confidence and appreciation of the arts.
Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact.

Program success is measured by:

  • Number of School students
  • Number of School faculty
  • Attendance records of students
  • Satisfaction surveys of both students and faculty.


The success of the School can be measured through the quantity of active involvement of the students in other areas of the performing arts. Over 90% of the students report involvement in artistic opportunities such as professional entertainment roles, community choirs, orchestras, and school performing arts participation.


Examples of SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success.
The School of Performing Arts was founded in February of 2013 and since then, the School has continued to grow and gain momentum in the community. More than 100 children and adults are currently enrolled.
Many students have mentioned that they have achieved levels of personal confidence they never imagined simply by exploring their talents in the arts. The School of Performing Arts instructors have also been able to experience artistic fulfillment through the time spent imparting their knowledge to new and growing performers.
It is the mission and vision of the School of Performing Arts to allow students of diverse backgrounds an opportunity to pursue their dreams in the arts, and through excellent, committed instructors, affordable pricing, and varied artistic programming opportunities, the School is seeing great success both today and for the future.
The Young Artists Orchestra is an auditioned orchestra or instrumentalists under the age of 18.  Offering multiple orchestras, the YAO is designed to give young musicians an educationally sound musical experience through exposure to quality musical literature and multiple performance opportunities.
There are three orchestra options for the youth:  the Sinfonia, the Philharmonic, and the Symphony.  Each is based on both age and experience, allowing the youth to grow at their own pace. 
Population Served Children and Youth (0 - 19 years)
Description The black-box theatre program gives the audience members a more intimate theatrical experience.  Each production goal is to provide a fresh perspective on already established plays and musicals.  While the setting is small, the ambitious productions are not.  Recent productions have included Metamorphoses, Godspell, A Few Good Men, and The Drowsy Chaperone.
Population Served Adults
Aging, Elderly, Senior Citizens
The newest category of programs and services includes the Musical Minds Choir and the Cancer Support Group Choir which is affiliated with Orlando Health.
Members of the Musical Minds Choir are adults experiencing the early stages of memory loss, dementia or Alzheimer's disease. Choir members are accompanies by their care partners who are welcome to sing with the choir or sit back, relax, and enjoy the beautiful music.
Research findings suggest that being part of music making (singing or playing an instrument) or simply listening to music can be a great way to stimulate the brain and help promote brain health.
Arts in Action programs thrive under the umbrella of Arts and Wellness, offering a diverse array of programming for healthily aging artists over the age of 60. 
Population Served Adults
People/Families of People with Health Conditions

The CFCArts Outreach Programs were created to reach children and teens where they are - regardless of economic background, special needs, transportation needs, or parental involvement.

The majority of youth reached through these programs are at-risk due to great financial need, may have experienced neglect and/or abuse, or simply do not have the support system willing/able to help them participate in the arts.


Two of the most successful CFCArts Outreach Programs are offered to youth in the following partner organizations at no charge.


Art involvement programs are provided through Bithlo Community School and Nap Ford Community School in Paramore. Both schools are committed to providing students with a holistic education experience, combining a focus on mind, body and spirit.

o In-school art-involvement programs are offered at both locations.

o An after-school art involvement program, for community teens, is provided at Nap Ford Community School.

o Summer camps are also offered at both locations.


CFCArts in-school programs provide weekly arts programming. The curriculum is developed in coordination with School faculty, thus complementing the existing lesson plans. Arts opportunities include, but are not limited to: learning to sing with a group, trying new dance styles, participating in acting games, and writing and performing your life-story. 245 youth participate in the in-school arts programming.

The focus of the CFCArts after-school program is on increasing rhythm, movement, coordination, and performance through a dance team. 25 older youth participate in this program.

The curricula of the summer camps are similar to those of the in-school programs.

Population Served At-Risk Populations
Children Only (5 - 14 years)
Poor,Economically Disadvantaged,Indigent
Board Chair
Board Chair Ms. Sara Brady
Company Affiliation Sara Brady PR
Term Jan 2016 to Dec 2018
Board Co-Chair
Board Co-Chair
Board Members
NameCompany AffiliationsStatusCertificate*
Mr. Carlos Barrios Baker Barrios Architects, Inc.VotingNo
Mr. Dean Bosco BB&TVotingNo
Mr. Jim Bowden The Walt Disney CompanyVotingNo
Ms. Sara Brady Sara Brady PRVotingNo
Mrs. Barbara Caldwell RetiredVotingNo
Ms. Brenda Cole Keller Williams Winter ParkVotingNo
Mr. Scott Evans Orange County Public SchoolsVotingNo
Ms. Vicki Fuller VITAS Health CareVotingNo
Ms. Jessica Guthrie One Compass ConsultingVoting
Mr. Jeffrey Moore University of Central FloridaVotingNo
Dr. Mary Palmer Mary Palmer & AssociatesVotingNo
Ms. Mary Recchia Brown Recchia Brown & AssociatesVotingNo
Mr. Chris Shepherd One Senior PlaceVoting
Dr. Stephen Summers Seminole State CollegeVotingNo
Mr. Joshua Vickery Central Florida Community ArtsVotingNo
Mr. Dan Yee Orlando HealthVotingNo
*This individual has been awarded a Certificate in Orientation to Board Service by the Edyth Bush Institute for Philanthropy & Nonprofit Leadership at Rollins College ebi.rollins.edu,
Board Term Lengths 2
Board Term Limits 2
Board Ethnicity
Asian American/Pacific Islander 1
Caucasian 15
Hispanic/Latino 2
Native American/American Indian 0
Other 0
Other (if specified) 0
Written Board Selection Criteria Yes
Written Conflict of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions 70%
Constituency Includes Client Representation No
Standing Committees
Standing Committees
Committee Name
CEO Comments CFCArts is fortunate to have a diverse leadership base with a wide range of professional experience including performing arts, production, legal specialization, financial management, administration, development, fundraising, and higher education.
CEO/Executive Director
CEO/Executive Director Mr. Joshua Vickery
Term Start June 2011
Email joshua@cfcarts.com
Mr. Vickery earned his Associate of Arts Degree in Vocal Performance at Indian River Community College (recognized with Outstanding Fine Arts Graduate status) and his Bachelor of Arts Degree in General Education/Music at Palm Beach Atlantic University. 
He has led adult and youth choirs and orchestras with memberships exceeding 250, and has served as a producer, director, and vocal coach during his extensive ministerial and educational background. Prior to founding CFCArts, he was employed as a casting director with Walt Disney Entertainment.

Mr. Vickery's hands-on performing arts experience includes serving as Executive Producer for the Central Florida Christmas Celebration; Director of First Praise, a 100 member youth choir; Director of the Singing Christmas Tree production at First Baptist Church of West Palm Beach; Vocalist and Road Director of Wings of Morning, a professional contemporary singing group; Rehearsal Director for Disney’s 350 member Encore vocal group; and Vocal Coach and Clinician for Walt Disney Performing Arts Group.
CEO Salary Range $50,001 - $75,000
Number of Full Time Staff 8
Number of Part Time Staff 2
Number of Volunteers 600
Number of Contract Staff 60
Staff Retention Rate 57%
Senior Staff
Title Senior Director of Education & Outreach
Gray has been directing children's musical theater since 2002 when she founded a performing arts program for Orlando Christian Prep.  Since then she has directed hundreds of shows for schools, churches - and CFCArts.  In addition, she has taught music and drama to students of all ages.
Title Musical Director/Conductor, Symphony Orchestra
Muchoney has a degree in Music Education with a focus on Instrumental Conducting.  He has taught music at all levels, directed marching bands, and conducted choirs of all sizes.
Title Director of Theatre
Mr. Rupe is an Adjunct Instructor in Theatre at Valencia College, is Theatre director at Gateway High School, and has directed local productions including Les Miserables and Rent. 
Title Creative Catalyst
Lott has been a member of the professional artist community of Central Florida for more than 10 years. He is currently a creative consultant for Odd-O-T's Entertainment.
Title Development Manager
Experience/Biography Stephens has a Bachelor's degree in Musical Theatre from University of Alabama.  In addition to his credits as a performer, he has volunteered, performed, and organized fundraisers with arts organizations throughout Alabama and Florida since 2000.
Title Director of Administration
Experience/Biography Smith graduated with a B.S. from Weber State University, Utah. Since 2008, she has had the opportunity to work in various leadership positions in the Central Florida area.
Title School of Performing Arts Administrator
Experience/Biography Buckley, with a degree in Music Education, possesses diverse experience working with musicians, performers and students of all ages. She has over 16 years experience in vocal performance, credits in directing, pit conducting and stage managing.
Title Sr Director of Marketing and Communications
Experience/Biography Matt earned his Bachelor of Arts in Advertising and Public Relations from the University of Central Florida and has worked in arts marketing in Central Florida since 2011. Originally from Oklahoma City, he has been surrounded by music his entire life and enjoys singing and playing the bass guitar. Matt’s passion for the arts has expanded to volunteering and serving on the board of directors for the Garden Choir.
Organization has Fundraising Plan? No
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 3
Date Strategic Plan Adopted Jan 2015
Management Succession Plan No
Organization Policies And Procedures No
Collaborations CFCArts is committed to building and sustaining partnerships with other area non-profit organizations and has a history of doing so since its founding.  Each partnership begins with dialogue on the skills, wants and needs of each potential partner, followed by in-depth planning on how best to share resources to accomplish the agreed upon goals.

Since its founding, CFCArts has collaborated with more than 100 charity partners, including, but not limited to:
  • American Cancer Society
  • Boys and Girls Clubs
  • Children's Home Society
  • Christian Help
  • Coalition for the Homeless
  • Give Kids the World
  • Greater Oaks Foster Care
  • Nap Ford Community Charter School
  • Orlando Rescue Mission
  • Pine Hills Performing Arts Center
  • Project Bithlo
  • Ronald McDonald House
This translates into an additional 150+ "on the road" performances provided at no cost to the Central Florida community, not to mention partnering with the more than 50 organizations that came together to produce "Beautiful Together: An Artistic Journey Towards Hope" in the wake of the Pulse tragedy of 2016.
AwardAwarding OrganizationYear
Best Performing ArtsWinter Park Chamber of Commerce Ovation Awards2017
Best Performing Arts GroupOrlando Magazine Readers' Poll2016
Best Arts AdvocateOrlando Weekly Readers' Poll2015
Non-Profit of the YearMetropolitan Business Association of Orlando2015
Best Performing Arts GroupOrlando Magazine Readers' Poll2015
Best Performing Arts GroupOrlando Magazine Readers' Poll2014
Best Arts AdvocateOrlando Weekly Readers' Poll2014
Risk Management Provisions
Risk Management Provisions
Commercial General Liability
State Registration Yes
State Charitable Solicitations Permit No
State Charitable Solicitations Permit Expiration Month July
State Charitable Solicitations Permit Expiration Year 2017
Fiscal Year
Fiscal Year Start Jan 01, 2018
Fiscal Year End Dec 31, 2018
Form 990s
2016990 signature page
2014990 signature page
2012990 signature page
2011990 signature
Audit Documents
2016CFCArts Financial Audit
IRS Letter of Determination
IRS Letter
Detailed Financials
Revenue SourcesHelpThe financial analysis involves a comparison of the IRS Form 990 and the audit report (when available) and revenue sources may not sum to total based on reconciliation differences. Revenue from foundations and corporations may include individual contributions when not itemized separately.
Fiscal Year201620152014
Foundation and
Corporation Contributions
Government Contributions$0$0$0
Individual Contributions$253,213$238,815$137,291
Investment Income, Net of Losses$202$159$34
Membership Dues$0$0$0
Special Events$61,618$44,163$13,455
Revenue In-Kind$0$0$0
Expense Allocations
Fiscal Year201620152014
Program Expense$705,304$579,123$422,966
Administration Expense$208,494$215,056$133,834
Fundraising Expense$26,733$997$2,957
Payments to Affiliates$0$0$0
Total Revenue/Total Expenses1.101.051.15
Program Expense/Total Expenses75%73%76%
Fundraising Expense/Contributed Revenue5%0%1%
Assets and Liabilities
Fiscal Year201620152014
Total Assets$538,280$438,683$381,659
Current Assets$492,578$393,170$344,738
Long-Term Liabilities$0$47,409$32,679
Current Liabilities$100,426$44,161$43,509
Total Net Assets$437,854$347,113$305,471
Top Funding Sources
Fiscal Year201620152014
Top Funding Source & Dollar AmountEarned Revenue $535,787Earned Revenue $428,259Earned Revenue $381,247
Second Highest Funding Source & Dollar AmountIndividuals $253,213Individuals $238,815Individuals $137,291
Third Highest Funding Source & Dollar AmountFoundations and Corporations $174,060Foundations and Corporations $106,446Foundations and Corporations $99,680
Short Term Solvency
Fiscal Year201620152014
Current Ratio: Current Assets/Current Liabilities4.908.907.92
Long Term Solvency
Fiscal Year201620152014
Long-Term Liabilities/Total Assets0%11%9%
Capital Campaign
Currently in a Capital Campaign? No
Capital Campaign Anticipated in Next 5 Years? Yes
CEO Comments Since its inception, CFCArts has carefully and consistently grown as it meets the wants and needs of the communities it serves.  This growth is based on sound and responsible fiscal management, with careful budget planning supported by diverse revenue streams and responsible spending.

The revenue streams include, but are not limited to:

         1. Ticket sales
         2. Membership fees
         3. Merchandise sales 
         4. Instruction in the School of Performing Arts
         5. Corporate sponsorships
         6. Individual and corporate donations
         7. Grants
         8. Special events

Key areas of fiscal sustainability include, but are not limited to:

         1. Commitment of 100% of board members to contribute
         2. Active board oversight of financial planning
         3. Board and staff commitment to a balanced budget and non-speculative spending
         4. Diversification of revenue streams
         5. A successful blend and balance of programming
         6. An active volunteer group
         7. Compliance with all grant requirements
         8. IRS form 990 completed each year

CFCArts's first financial audit (for FY 2016) was returned in April 2017, supporting the overall fiscal health of the organization.
Foundation Comments Financial figures taken from IRS form 990. Contributions from foundations and corporations are included under total for individuals as they were not separated on the form 990.
Voluntary Organizations Active in Disaster
Notes Programs listed here are those that are only activated during a disaster. Some organizations have unified budgeting and do not budget by program. Because of this, some budget fields may be blank or represent an approximation. Organization describes previous experience during the immediate response, recovery or rebuilding phases following a disaster.
Nonprofit Central Florida Community Arts Inc.
Address Physical Address
250 SW Ivanhoe Blvd
Orlando, FL 32804
Primary Phone (407) 937-1800 706
CEO/Executive Director Mr. Joshua Vickery
Board Chair Ms. Sara Brady
Board Chair Company Affiliation Sara Brady PR
Year of Incorporation 2011