Orlando Ballet Inc.
415 E. Princeton Street
Orlando FL 32803-1453
Contact Information
Address 415 E. Princeton Street
Orlando, FL 32803 1453
Phone (407) 426-1733
Fax (407) 426-1734
Web and Social Media
Video
THE NUTCRACKER
Mission
Mission

Orlando Ballet seeks to entertain, educate and enrich the cultural growth of our community through the highest quality of dance.

Leadership
CEO/Executive Director Mr. James T. Cundiff
Board Chair Ms. Andrea Batchelor
Board Chair Company Affiliation Community Volunteer
History
IRS Ruling Year 1974
Former Names
NameYear
Southern Ballet Theatre1974
Financial Summary
 
 
Projected Revenue $5,061,127.00
Projected Expenses $5,051,340.00
Statements
Mission

Orlando Ballet seeks to entertain, educate and enrich the cultural growth of our community through the highest quality of dance.

Impact

 

Of utmost importance to Orlando Ballet is the artistic excellence of its performances. Last season, the Ballet produced five ballets. The season included Battle of the Sexes, Coppelia, Swan Lake, Vampire’s Ball, and the Nutcracker. Special performances included Uncorked! At The Abbey and A Choreographer’s Showcase.

This year, Orlando Ballet laid the groundwork for a $5 million capital campaign to renovate its new home. Specifically, Orlando Ballet:

- Secured a lakefront building in Loch Haven Park that the City of Orlando will lease to the Ballet for $1 per year. This will put the Company, School, and administrative functions under one roof.

- Conducted a feasibility study to determine the practicality of raising money to renovate the building. The study determined that a $5 million campaign was feasible.

- Secured a $2.5 million lead gift, in the form of a matching gift, for the renovation campaign.

 

Independent Research has been conducted on this organization's theory of change or program effectiveness? No
Needs

- Renovate the new home of Orlando Ballet at Loch Haven Park. Deadline for $2.5 million challenge match from Harriett Lake Family Trust is August 2018. Target date for occupancy is January 2017. $5 million ($2.5 million already committed in form of matching gift)

- Live orchestral accompaniment at all mainstage productions this season. $340,000

- Reinvest in staffing including a permanent CEO, Senior Director of Philanthropy, Development Manager, Director of Marketing, and School Administrator. $335,000

- Implementation of Tessitura software to integrate fundraising, marketing, and ticket sales into one database. $75,000

Background
  • 1974 - The Performing Arts Company of Florida was started with twelve young, non-paid dancers and only $4,000. Founded by Kip Watson, Barbara Riggins and Patti Watson Walsh.  
  • 1977 - The first full-length performances of Cinderella were presented at the Civic Theatre to seven sold-out houses.
  • 1978 - The Company launched a touring program, changes its name to Southern Ballet Theatre, and found a new home for local performances at the Bob Carr Performing Arts Centre.
  • 1980 - Southern Ballet gained momentum with their first six professional dancers and an inaugural subscription series. The Company also premiered its first original full-length ballet, Fionula, to a commissioned score by Nelson Huber performed by the Florida Symphony Orchestra.
  • 1982 - Southern Ballet opened a ballet school to meet the demand for dance instruction.
  • 1992 - The Scholarship Training for the Enrichment of Primary Students (STEPS) is launched. It is the first full intensive dance program for at-risk children. Also, the Company finds a new home at the Dr. Phillips Center for Performing Arts.
  • 2000 - Artistic standards continue to climb with the arrival of international star and one of the foremost American male dancers of his generation, Fernando Bujones, as the Artistic Director and Peter Stark as Director of the Orlando Ballet School. 
  • 2001 - The Ballet School received accreditation from the Southern Association of Colleges and Schools.
  • 2002 - The Company changes its name from Southern Ballet Theatre to Orlando Ballet.
  • 2005 - With the untimely passing of Fernando Bujones, Bruce Marks becomes Orlando Ballet’s Artistic Director.
  • 2009 - Robert Hill becomes the new Artistic Director.
  • 2010 – Dierdre Miles Burger becomes the new School Director. A former dancer with Boston Ballet and Houston Ballet, Miles Burger previously served as the principal of the Boston Ballet School and guest ballet mistress for Orlando Ballet.
  • 2011 – Orlando Ballet School becomes the first institution to host a training course for American Ballet Theatre's National Training Curriculum outside of New York. This year also saw the launch of Orlando Ballet School’s new two-week Summer Intensive program in Jacksonville in partnership with the Florida Ballet.
  • 2012 – Orlando Ballet eliminates deficit and begins operating in the black.  Katherine Fabian is named Managing Director. 
  • 2013 - Full length production of The Nutcracker with live orchestra accompaniment by the Orlando Philharmonic. 
  • 2013/14 - Orlando Ballet celebrates its 40th Anniversary.
  • 2014/15 - Orlando Ballet makes a new home at the Dr. Phillips Center for the Performing Arts.
CEO Statement With a dedicated staff, exceptional company of dancers, committed instructors, and a proactive board of directors, Orlando Ballet and its School anticipates continued success in the 2015-2016 year.   

Orlando Ballet will continue to expand and diversify its audience base, stimulate interest in ballet training, increase educational and outreach, provide a unique showcase for artists, and ensure stability through sound management and an expansion of our support base.

Board Chair Statement
NTEE Information
Primary Organization Type Arts,Culture & Humanities
Primary Organization SubType Ballet
Secondary Organization Type Arts,Culture & Humanities
Secondary Organiztion SubType Dance
Tertiary Organization Type Education
Tertiary Organization SubType Vocational & Technical Schools
Areas Served
Geographic Areas Served
FL - Orange
FL - Lake
FL - Osceola
FL - Seminole
FL - Volusia

Orlando Ballet serves several counties including Orange, Seminole, Osceola, Lake, Volusia and Hillsborough and is part of the larger geographic area referred to as Central Florida. The Central Florida area supports a diverse population of more than 3 million.

Goals
HelpWhat is the organization aiming to accomplish? This is the organization's ultimate goal for intended impact.

- To add live orchestral accompaniment to all mainstage productions through partnerships with Orlando Philharmonic Orchestra and Central Florida Community Arts.

- Launch a $5 million capital campaign to renovate the Ballet’s new building in Loch Haven Park.

- To continue the tradition of a classically trained company that has the technical and theatrical ability to excite and inspire its audience.

- To maintain a school committed to superior dance instruction and training for individuals of all ages, with an international reputation.

 

Strategies
HelpWhat are the organization's strategies for its stated long-term goals?

- Contracts have been signed to engage the Orlando Philharmonic for four productions and the Central Florida Community Arts Orchestra for one production. Live music allows for customization of dance that recorded music, no matter how high quality, cannot provide.

- At the advice of campaign counsel, Orlando Ballet will:

o Reconfigure its board of directors to include more individuals of high affluence and influence, institute substantial giving requirements, and update term limit rules.

o Hire a permanent executive director with extensive leadership and management experience.

o Increase fundraising capacity by focusing on engaging major donors and prospects, instituting performance measures, improving systems, and adding staff.

o Escalate marketing efforts to increase ticket sales and improve brand visibility and awareness.

- Orlando Ballet will purchase Tessitura software that will allow the Ballet to combine its ticketing, marketing and donor systems into one comprehensive database. By using a single database, Orlando Ballet can conduct more targeted, cost-efficient marketing and fundraising strategies. Furthermore, Tessitura integrates with DPAC’s ticketing system allowing the Ballet to receive ticketing income in real-time.


Capabilities
HelpWhat are the organization’s capabilities for doing this? What resources, capacities, and connections support its progress towards long-term goals?

 

- Resilient Philanthropy conducted a feasibility study for Orlando Ballet. The results of this study indicate that the community believes that, with some changes at Orlando Ballet, a $5 million capital campaign is reasonable.

- Orlando Ballet is currently hiring a senior-level development director who will lead the development department and board of directors to raise high-level gifts.

- Orlando Ballet has received a $2.5 million matching gift from the Harriett Lake Family Trust as a lead gift to the capital campaign.

- The Company is led by Robert Hill, a former principal dancer of the American Ballet Theatre, who is recognized for making ballet relevant to today’s audiences.

Indicators
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 success of the live music accompaniment will be measured in terms of critic reviews, audience comments, and ticket sales.

- The measure for the capital campaign will be dollar raised. Although the deadline for the Harriett Lake Family Trust challenge grant is August 2018, the goal is to have all money committed prior to construction. The targeted date for occupancy is January 2017.

 

Progress
HelpWhat has and hasn’t been accomplished so far?

 

Orlando Ballet is actively searching for a Senior Director of Philanthropy and Development Manager. After hiring for these two positions, the Ballet will begin the search for Director of Marketing. Currently, the marketing function of the Ballet is being outsourced to a local advertising firm. By bringing it in-house, the Ballet will have more control and will allow the marketing and development functions to become more integrated with one another, thereby increasing both donations and ticket sales.

Orlando Ballet has made significant progress on the renovation campaign. We have identified a building, conducted a feasibility study, and secured $2.5 million of the $5 million goal. The challenge will be raising an additional $2.5 million for the renovation campaign while still growing our general operating donations.

 

Programs
Description

Since its inception in 1974, the Orlando Ballet has been bringing the best in professional ballet to Central Florida and has become an integral part of its cultural heritage. Today, under the artistic direction of Robert Hill, the Ballet is recognized for its innovative programming, development of new work, and extensive education and outreach programs.

 

Each season, more than 100,000 captivated theatre-goers, residents and visitors, are spellbound by the originality, vitality and spirit that have earned the organization its critically acclaimed reputation. The Company produces year-round entertainment featuring main stage productions including meticulous staging of timeless masterpieces such as Le Corsaire, Swan Lake and Giselle,innovative contemporary world premieres, ballets for young audiences as part of its Family Series,The Nutcracker featuring a live orchestra, performance lecture series, and extensive education and community outreach programs. 

 

The Orlando Ballet employs a full-time professional company of national and international dancers, as well as pre-professional dancer that comprise the Orlando Ballet II Ensemble. This, combined with the Ballet’s award-winning costumes, set, and lighting design teams, results in the highest level of professionalism and artistic excellence.

Population Served General/Unspecified
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.

Moving forward the Company is focused on expanding ballet audiences by expanding programming to more diverse target audiences and attracting new audiences. 

The upcoming season includes Giselle, The Nutcracker, The Firebird, To Familiar Places In Dream, Don Quixote, and Beauty and the Beast.
Long Term SuccessHelpOrganizations describe the ultimate change(s) that will result from this program. This may be far into the future and represent an ideal state.
The Orlando Ballet is committed...
  • To continue the tradition begun in 1974; the creation of a classically trained company that has technical and theatrical ability to excite and inspire its audience.
  • To develop an eclectic repertoire, preserving the classical masterworks and embracing the future with innovative ideas that will enrich the art of ballet.
  • To strengthen the quality of dance and to present an international caliber company on stage.
  • Maintain the highest artistic standards of a professional ballet company.
  • Orlando Ballet consistently provides programs, services, and educational offerings that are of interest and are accessible to a diverse sector of the community. The significant education and outreach activities of Orlando Ballet School and its class schedules in locations spanning Orange and Seminole Counties demonstrate this accessibility. Orlando Ballet's programming and community outreach programs also effectively demonstrate the organization's desire to reach a broad sector of the Central Florida population.
  •  

 

 
Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact. Tickets sales and attendance records are compiled and analyzed for each season. Orlando Ballet regularly conducts intercept and other surveys of its audience to ascertain its patrons' current concerns, satisfactions, likes and dislikes. Funding from Orange County has also resulted in surveying of Orlando Ballet audiences by the Orange County Convention and Visitors Bureau. These results identify audience demographics and economic impact of the funded activities. Press and media coverage is also continually evaluated, as are fund raising efforts.
Examples of SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success.
The long-term success of Orlando Ballet is grounded in artistic merit and quality. 

The Orlando Ballet is a five-time winner of prestigious competitive awards from the National Endowment for the Arts for Artistic Excellence in dance. Its 2009 NEA award was one of only five awarded in the state of Florida in dance. The other four awards went to Miami-based dance companies.  

According to the Cultural Tourism Audience Research conducted by the Orange County Convention and Visitors Bureau  when asked “Has this event increased your awareness of the Orlando area as an Arts and Cultural Destination?” more than 76% of the audience responded in the affirmative. 

Bobby Ball, Executive Director of the Colorado Ballet noted in his 2010 evaluation of Orlando Ballet’s FDCA grant “Terrific organization. Have witnessed its steady growth over the years. Amazed at its continuous development in a market that is very competitive for the entertainment dollar."

 
Description

The Orlando Ballet School, the official school of the Orlando Ballet, was created to enrich the lives of children, train the next generation of artists, and build future audiences. The School is recognized internationally as one of the best professional training academies and attracts more than 1,000 students from around the world. 

The School and its two satellite programs provide year-round professional classic ballet training for students ages 2-adult, performance and touring opportunities, summer intensive training, workshops and master classes, and teacher training programs.

 

The Orlando Ballet II and the School Trainee Program enable pre-professional students to perform new and classic works for more than 50,000 young and underserved audiences each year, as well as to perform with the Orlando Ballet Company. Graduates of the Orlando Ballet School have gone onto pursing a professional career in dance with many major dance institutions including American Ballet Theatre, Boston Ballet, Pacific Northwest Ballet, Hamburg Ballet, Houston Ballet, Paul Taylor Dance Company, and the Orlando Ballet to name a few.

In May 2014, the Orlando Ballet School was named "Outstanding School" at the Youth America Grand Prix in New York City. 
Population Served General/Unspecified
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.

ADAPTIVE DANCE - a program for children with Down Syndrome. This project will be modeled after a program by the same name at Boston Ballet and we will be working closely with the Down Syndrome Association of Central Florida. This project is still in the development phase with a 6-8 week pilot program to be launched in the Fall of 2012 with the hope of continuing it in the Spring.

STEPS EXPANSION: In the fall of 2011 Orlando Ballet will add a 4th at risk school to the program, Rock Lake Elementary, increasing the number of at risk students served to 85.  

EXPANSION OF OBS ACADMEY PROGRAM: OBS had a successful first year with this all-day program for our most advanced students. Next year OBS will add an additional level for younger students interested in a full day training option. OBS will continue to work with K12 International to provide an academic option to our students.

Long Term SuccessHelpOrganizations describe the ultimate change(s) that will result from this program. This may be far into the future and represent an ideal state.
The Orlando Ballet is committed to maintaining a school offering superior dance instruction and training for individuals of all ages.

 

 The Orlando Ballet School is the only dance school in the Southeast to receive accreditation from the Southern Association of Schools and Colleges. The School was recognized as "Best School" by the International Youth America Grand Prix in 2005, 2006, 2007, and 2009. Orlando Ballet School has trained thousands of students in four locations, and has trained some of the brightest young talent in the world of dance today. Graduates have gone on to dance professionally with Orlando Ballet, Joffrey Ballet, American Ballet Theatre, New York City Ballet, The Royal Danish Ballet and the Hamburg Ballet as well other companies in major US cities.

 

Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact. Success of Orlando Ballet School is evaluated by student successes in national and international dance competitions and students ability to obtain professional dance employment after graduation.  Orlando Ballet School students receive bi-annual written evaluations by master teachers.  A six-member Parent/Student Committee of the Orlando Ballet School meets annually to provide feedback to staff.
Examples of SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success.

Orlando Ballet School is training more than 1,500 students annually. Orlando Ballet School is the only dance school in the Southeast to receive accreditation from the Southern Association of Schools and Colleges. The School was recognized as "Best School" by the International Youth America Grand Prix in 2005, 2006, 2007, and 2009. This year, Orlando Ballet School students won the Gold Medal at the Helsinki International Ballet Competition and the Princess Grace Award. The recent graduating class received the following offers: full scholarships to The Royal Ballet School of England, Stuttgart Ballet School, Butler and Vassar Universities and more. They received employment with Columbia City Ballet, Boston Ballet, and Pacific Northwest Ballet among others.

Description

In keeping with the Orlando Ballet’s philosophy that all children should have the opportunity to dance, arts education and community outreach remain an annual priority. Orlando Ballet provides transportation, dance attire and instruction to more than 60 underserved, low-income second and third graders in Central Florida.  Additionally, the Ballet offers adaptive dance to children with Downs Syndrome. This gives the children a structured creative movement and music experience. The Intro to Ballet Program gives more than 14,000 public school second graders the opportunity to attend Family Series performances throughout the year. Finally, the Ballet School offers more than $200,000 in scholarship assistance to deserving students.

 

Population Served K-12 (5-19 years)
Adults
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. Orlando Ballet's community outreach programs impact thousands of children each year. Orlando Ballet II presents more than 60 free outreach performances annually and the Student Matinee Program exposes more than 14,000 2nd grade Orange County School students to professional ballet productions annually at no cost to the students or the school. 
Long Term SuccessHelpOrganizations describe the ultimate change(s) that will result from this program. This may be far into the future and represent an ideal state. Orlando Ballet provides curriculum based programming directly to public school students in classrooms throughout Orange, Osceola and Seminole Counties (literacy programs, lecture demonstrations and master dance classes), through field trips, family inclusive performance opportunities. The Ballet's Community Outreach Programs have ensured students are exposed to the arts despite curriculum programming cuts necessitated by State of Florida budget cuts.  
Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact. Students and teachers who participate in the annual Orange County Public School performances (more than 14,000 annually) are regularly surveyed and their comments collected and reviewed by staff. These evaluations are used to continually revamp and improve the program.
Examples of SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success.

ORLANDO BALLET II (paid professional ensemble of pre-professional dancers who train at OBS): Presented 8 Lecture/Demonstrations and performances to more than 16,000 Orange County Public School 2nd graders in 2010, as well as participating in the Orlando Philharmonic lecture/demonstration program reaching more than 48,000 3rd, 4th, and 5th grade students in Orange County.

The Ballet provides performances and programming that make ballet an inclusive part of the region's arts and cultural offerings. According to a recent study by the National Endowment for the Arts “American adults who attend art museums, art galleries, or live arts performances are far more likely than non-attendees to vote, volunteer, or take part in community events” enhancing the quality of life for everyone in the community.
 
Comments
CEO Comments

In addition to providing professional ballet performances throughout the region, Orlando Ballet provides performances and programming that make ballet an inclusive part of the region's arts and cultural offerings.  

Orlando Ballet provides curriculum-based programming directly to public school students in classrooms throughout Orange, Osceola and Seminole Counties (literacy programs, lecture demonstrations and master dance classes), through field trips, family inclusive performance opportunities, STEPS and scholarship programs. The Ballet's Community Outreach Programs have ensured students are exposed to the arts despite curriculum programming cuts necessitated by State of Florida budget cuts.

The ever-stretched public school system in Florida continues to struggle and funding for arts programs continues to decline. Students who benefit from the free classes that Orlando Ballet provides through scholarships, and the STEPS program are given a unique opportunity that they would not otherwise have. Many of the most committed young dancers come from adverse backgrounds. These exceptional students need and deserve scholarships.

Consistent, exceptional artistic leadership has enabled the Company to achieve significant artistic growth and increasing audience satisfaction levels. Orlando Ballet School has grown from a single location with 230 students to four locations with a combined enrollment of more than 1,500 students. As the level and intensity of the program increases, the school is attracting better and better student candidates. Each star pupil attracts other students, which grows the organizational overall capacity. In 2014 the Orlando Ballet School was awarded "Best School" at the Youth American Grand Prix in New York City.

Board Chair
Board Chair Ms. Andrea Batchelor
Company Affiliation Community Volunteer
Term July 2014 to June 2016
Board Co-Chair
Board Co-Chair
Board
Board Members
NameCompany AffiliationsStatusCertificate*
Ms. Christi Ashby Editor & Publisher, Orange AppealVoting
Mr. Jody Barry Florida HospitalVoting
Ms. Andrea Batchelor Community VolunteerVoting
Ms. Hillary S. Cohen Community VolunteerVoting
Mr. Earl M. Crittenden, Jr. GrayRobinson, P.A.Voting
Ms. Madeline Eckett-Oden Community volunteerVoting
Ms. Rachael Elliott Orlando HealthVotingNo
Mr. Jose Fajardo Orlando Inc.Voting
Ms. Carolyn Fennell Greater Orlando Aviation AuthorityVoting
Ms. Laraine Frahm Millennium ManagementVoting
Ms. Lynne Frederick Massey ServicesVoting
Ms. Marcia Hope-Goodwin City of OrlandoVoting
Mr. Danny Humphress Surpass SoftwareVoting
Mr. Joseph F. Kolb Vanasse Hagen Brustlin, Inc.Voting
Mr. Ted Maines Ted Maines InteriorVoting
Ms. Jill S. Schwartz Jill S. Schwartz & Associates, P.A.Voting
Ms. Heidi Zerivitz President, City CommericalVoting
*This individual has been awarded a Certificate in Orientation to Board Service by the Rollins College Philanthropy & Nonprofit Leadership Center http://pnlc.rollins.edu, the Central Florida Partnership www.centralfloridapartnership.org, and the Central Florida Foundation www.cffound.org.
Board Term Lengths 3
Board Term Limits 0
Board Ethnicity
Asian American/Pacific Islander 0
Caucasian 20
Hispanic/Latino 1
Native American/American Indian 0
Other 0
Other (if specified) 0
Policies
Written Board Selection Criteria No
Written Conflict of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions 100%
Constituency Includes Client Representation No
Standing Committees
Standing Committees
Committee Name
Marketing
Finance
Special Events (Golf Tournament, Walk / Run, Silent Auction, Dinner / Gala)
Education
Executive
Personnel
Board Governance
Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
Building
Comments
CEO Comments


CEO/Executive Director
CEO/Executive Director Mr. James T. Cundiff
Term Start Mar 2015
Email jcundiff@orlandoballet.org
Experience

James T. Cundiff has served as interim executive director since March 2105. Cundiff previously served as interim executive director for The Mustard Seed, and has worked in other non-profit management positions for nearly two decades. 

Cundiff, who has been working as marketing director for Sleuths Mystery Dinner Theatre, also has worked for the American Lung Association of the Southeast.  His leadership experiences includes strategic planning, project management, building and stewarding community relationships and partnerships.
 
"Mr. Cundiff has the experience and ability to advance operations and execute our aggressive growth strategy in the months ahead," said Orlando Ballet board president Andrea Batchelor in announcing his appointment. 
CEO Salary Range $75,001 - $100,000
Former CEOs
Former CEOs
NameStartEnd
Mr. Mark Hough Apr 2012Aug 2013
Jim Mitchell June 2014Mar 2015
Staff
Number of Full Time Staff 47
Number of Part Time Staff 25
Number of Volunteers 150
Number of Contract Staff 30
Staff Retention Rate 85%
Senior Staff
Title Artistic Director
Experience/Biography

A former principal dancer with American Ballet Theatre, Robert Hill became Artistic Director of Orlando Ballet in 2009, establishing a vision for the company to make ballet relevant to today’s audiences. His guidance prompted the Florida Sun to state: “Hill has surprised and delighted audiences with his ability to showcase the company’s edgier side.” Shortly after accepting the post, he was voted one of the “100 Most Influential People in Florida” by Florida International Magazine.

Mr. Hill founded Robert Hill Dance in 2000 with the mission to create and perform new works of dance theater with a particular focus on the classical ballet tradition and vocabulary. His works have been created at American Ballet Theatre (ABT), the ABT Studio Company, Julio Bocca’s Ballet Argentino, Ballet de Monterrey, as well as other companies. Numerous companies have performed his works including Royal Ballet of Flanders, Minnesota Dance Theater, The Royal Ballet School, and, of course, Orlando Ballet.

Mr. Hill was the Artistic Director of Ballet de Monterrey for four years. During that time, he elevated the company from a local school-based entity to an internationally acclaimed company. His choreography for Ballet de Monterrey gave the company a unique artistic identity while serving to raise the artistic and technical level of the performers. The newspaper,El Norte, recognized the company under the artistic direction of Robert Hill as “one of the great accomplishments in Monterrey in 2006,” noting a record-breaking, sold-out production of Swan Lake as well as the international touring the company undertook for the first time in its 16-year history.

In addition to dancing with American Ballet Theater, Mr. Hill was a principal dancer with The Royal Ballet and the New York City Ballet. As a guest artist, he appeared with numerous companies including the Scottish Ballet, the San Francisco Ballet, and the Australian Ballet. Mr. Hill’s interpretation of the title role in John Cranko’s Onegin, opposite Julie Kent as Tatiana, presented at the Metropolitan Opera House in Lincoln Center by American Ballet Theatre, was selected by the New York Timesas one of the “Ten Best Moments in Dance” in 2002.

A renowned teacher and coach, Mr. Hill has taught for American Ballet Theatre, Cedar Lake Contemporary Dance, the ABT Studio Company, Alvin Ailey American Dance Theatre, and Orlando Ballet School, among others. He has served as a panelist for the Dance Program of the New York State Council on the Arts.

Mr. Hill is especially grateful for the loving dedication he received in his initial training with Liz Bevilacqua and Al Packard of The Dussich Dance Studio and with Phyllis Papa of the Atlantic Company Ballet Theater.

Title Director of Finance & Human Resources
Experience/Biography

Mark Andrzejczak is the Director of Finance and Human Resources with the Orlando Ballet. He has more than 15 years of experience in accounting, financial administration and human resources. His experience includes assisting both public and private companies as well as non-profits. Mark has worked in Central Florida in several industries including; telecommunications, insurance, and entertainment. He holds a Masters in Business Administration degree and two graduate school certificates.

Title Director, Orlando Ballet School
Experience/Biography

Dierdre Miles began her formative dance training with Margaret Prishwalko Fallon and subsequently the Boston Ballet School where she was the recipient of a Ford Foundation Scholarship. Ms. Miles became an apprentice with Boston Ballet at age fourteen. Following her graduation from high school, she joined Boston Ballet as a full time member, performing principal roles such as Ophelia in Hamlet, Princess Aurora in The Sleeping Beauty, and the Sugar Plum Fairy in The Nutcracker. Two years later upon invitation by Dennis Wayne she became a member of his original company "Dancers" which debuted in New York City and performed internationally. In 1978, Ms. Miles joined Houston Ballet as a soloist. While there, her roles included Ben Stevenson's Britten Pas de Deux, Anitra and the Mad Lady in Peer Gynt, and Swanhilda in Coppelia. Ms. Miles was appointed soloist upon her return to Boston Ballet in 1983. In 1990, Ms. Miles began training at the Dance Notation Bureau in Labanotation. Having completed this training, in September 1991 she expanded her duties at Boston Ballet to include work as a Rehearsal Assistant. In June of 1993 Ms. Miles retired from performing and joined Boston Ballet's Artistic Staff as Ballet Mistress and Artistic Coordinator. In September 2002 Ms. Miles returned to Boston Ballet as Principal of Boston Ballet School. During this time she established Boston Ballet School Ensemble and Boston Ballet Trainee Program. She also instituted a new school structure to reflect the mission of Boston Ballet's Artistic Director Mikko Nissinen. In the summer of 2006 she left Boston Ballet to relocate with her husband David Burger to Florida. In February 2009, Ms. Miles Burger became an American Ballet Theatre Certified Teacher, who has successfully completed the American Ballet Theatre Teacher Training Intensive in Primary through Level 7 of the American Ballet Theatre National Training Curriculum. She joined the Orlando Ballet as Director of the Orlando Ballet School in 2010.

Title Interim Executive Director
Experience/Biography

James T. Cundiff has served as interim executive director since March 2105. Cundiff previously served as interim executive director for The Mustard Seed, and has worked in other non-profit management positions for nearly two decades.

Cundiff, who has been working as marketing director for Sleuths Mystery Dinner Theatre, also has worked for the American Lung Association of the Southeast. His leadership experiences includes strategic planning, project management, building and stewarding community relationships and partnerships.
"Mr. Cundiff has the experience and ability to advance operations and execute our aggressive growth strategy in the months ahead," said Orlando Ballet board president Andrea Batchelor in announcing his appointment.
Title Managing Director
Experience/Biography Katherine Fabian is the Managing Director of Orlando Ballet, overseeing administrative functions for the organization. Prior to this position, Katherine served as the Director of Operations, overseeing the day-to-day operations of the ballet, as well as School Manager, managing all of the business functions for the organization’s education and outreach programs. She has also worked as Membership Manager at Dance/USA and Recruitment Coordinator for American University’s Theatre Program. Katherine holds an MA in Performing Arts Management from American University and a BA in dance studies with a minor in mass communications from the University of South Florida. In 2014, Katherine was selected as a participant in Dance/USA’s Institute for Leadership Training and the American Express Leadership Academy. Katherine is also a performing artist with Voci Dance, an Orlando-based modern dance company
Title Senior Director of Philanthropy
Experience/Biography
Plans
Organization has Fundraising Plan? Under Development
Organization has Strategic Plan? Yes
Years Strategic Plan Considers N/A
Date Strategic Plan Adopted June 2013
Management Succession Plan No
Organization Policies And Procedures Yes
Other
Collaborations

ORLANDO PHILHARMONIC: Orlando Ballet annually collaborates with the Orlando Philharmonic in its major school presentations for the Orange County Public School System. This successful partnership brings Orlando Ballet to more than 45,000 Orange, Seminole and Osceola County 3rd, 4th and 5th graders each school year. Orlando Ballet engages the Orlando Philharmonic Orchestra to bring live music to many of its productions.

CIRQUE DU SOLEIL LA NOUBA: Orlando Ballet and Cirque du Soleil: La Nouba have, for several seasons, produced “A Choreographers’ Showcase” where artists and performers from the two organizations choreograph new pieces for each other’s performers. This is an exciting opportunity for two highly successful performing arts groups to inspire and learn from each other.

ORANGE COUNTY PUBLIC SCHOOLS: Orlando Ballet School collaborates with Orange County Public Schools in directly producing a 1-hour production of a well known ballet preceded by a lecture demonstration for all 14,000 Orange County 2nd graders.
 
GARDEN THEATRE: Orlando Ballet presents ballet in west Orange County in partnership with the Garden Theatre. 

BACH FESTIVAL SOCIETY OF WINTER PARK:Orlando Ballet has collaborated with the orchestra and choir of the Bach Festival Society of Winter Park to produce Carmina Burana at the Bob Carr in April 2013 and again in November 2014.

CENTRAL FLORIDA COMMUNITY ARTS: The Ballet has engaged this all-volunteer community orchestra to provide live music at the upcoming performance of Beauty and the Beast.  
Awards
AwardAwarding OrganizationYear
Outstanding SchoolNew York Youth American Grand Prix2009
Junior Grand Prix, Blake KesslerWinner2012
Outstanding SchoolYouth American Grand Prix2014
Risk Management Provisions
Risk Management Provisions
Commercial General Liability
Automobile Insurance
Employee Dishonesty
General Property Coverage
Workers Compensation and Employers' Liability
CEO Comments
Collaborations have always been important to the organization. Programmatic partnerships have included bringing live music back to its annual production of The Nutcracker through a collaboration with the Orlando Philharmonic Orchestra, a production of Carmina Burana in partnership with the Bach Festival Society of Winter Park’s orchestra and choir, collaborative performance of A Choreographers’ Showcase with Cirque du Soleil La Nouba and will present productions in alternative venues such as the Garden Theatre in Winter Garden.
 
Orlando Ballet will also partner with organizations including the Boys & Girls Clubs of Central Florida, the Central Florida YMCA, Professional Opportunities Program for Students, and the Zebra Coalition to provide new programs and opportunities for segments of the Central Florida population who may have never had the opportunity to experience professional ballet.

 
 
 
Foundation Comments
During the 2009 fiscal year there was not a paid CEO reported on the IRS form 990.
State Registration Yes
Fiscal Year
Fiscal Year Start July 01, 2014
Fiscal Year End June 30, 2015
Documents
Form 990s
YearDocument
2014990
2013990 signature
2013990
2012990
2011990 Signature Page
2011990
2010990
2009990
2008990
2007990
2006990
Audit Documents
YearDocument
2014Audit 13/14
2013Audit 12/13
2012Audit 11/12
2011Audit 10/11
2010Audit 09/10
2009Audit 08/09
2008Audit 07/08
2007Audit 06/07
IRS Letter of Determination
IRS Letter of Determination
Other Financial Documents
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 Year201420132012
Foundation and
Corporation Contributions
$325,818$471,896$164,276
Government Contributions$137,635$161,616$39,945
Federal$0$0$0
State$35,810$40,411$0
Local$101,825$121,205$0
Unspecified$0$0$39,945
Individual Contributions$1,018,187$346,965$792,401
$0$0$0
$3,168,081$2,886,225$2,401,297
Investment Income, Net of Losses$12,464$4,876$0
Membership Dues$0$0$0
Special Events$136,657$64,784$123,270
Revenue In-Kind$276,867$137,643$118,627
Other$10,136$5,769$6,597
Expense Allocations
Fiscal Year201420132012
Program Expense$4,036,722$3,569,119$2,960,951
Administration Expense$363,957$272,652$285,963
Fundraising Expense$0$66,423$585
Payments to Affiliates$0$0$0
Total Revenue/Total Expenses1.161.011.09
Program Expense/Total Expenses92%91%91%
Fundraising Expense/Contributed Revenue0%6%0%
Assets and Liabilities
Fiscal Year201420132012
Total Assets$2,030,314$1,290,428$943,284
Current Assets$1,149,282$731,530$377,730
Long-Term Liabilities$125,000$0$0
Current Liabilities$1,065,838$1,141,663$837,699
Total Net Assets$839,476$148,765$105,585
Top Funding Sources
Fiscal Year201420132012
Top Funding Source & Dollar AmountEarned Revenue $3,168,081Earned Revenue $2,886,225Earned Revenue $2,401,297
Second Highest Funding Source & Dollar AmountIndividuals $1,018,189Foundations and Corporations $471,896Individuals, Foundations, Corporations $956,677
Third Highest Funding Source & Dollar AmountFoundations and Corporations $325,818Individuals $346,965Special Events $123,270
Solvency
Short Term Solvency
Fiscal Year201420132012
Current Ratio: Current Assets/Current Liabilities1.080.640.45
Long Term Solvency
Fiscal Year201420132012
Long-Term Liabilities/Total Assets6%0%0%
Capital Campaign
Currently in a Capital Campaign? Yes
Capital Campaign PurposeHelpCapital Campaigns are defined as a fundraising efforts over-and-above an organization's annual operating budget. Campaigns might include the purchase of land or a building, major renovations, and major equipment purchases. Endowment campaigns may also be included if the funds are legally restricted. Orlando Ballet recently completed a feasibility study for a campaign to support renovation and expansion of the Loch Haven Community Center. The results of the study indicate that the community is willing to support the expansion and that the $5 million campaign is achievable.
Campaign Goal 5000000
Capital Campaign Dates May 2015 - Jan 2017
Capital Campaign Raised-to-Date $2,500,000.00 as of May 2015
Capital Campaign Anticipated in Next 5 Years? Yes
Comments
CEO Comments

The last fiscal year was a challenge for Orlando Ballet and its School with the lose of its home of 22 years.  Thanks to hundreds of donors and community volunteers, the organization has relocated into short-term administrative and studio buildings, produced a 40th anniversary season and has a bright future ahead.

A new Executive Director was hired on June 2, 2014 with over 30 years of arts management experience and will revise the organizations strategic plan to include artistic programming, marketing and fundraising efforts, realistic goals and objective, and targeted timetables to ensure stability.  The planning will also include developing a plan for renovation and expansion of the Loch Haven Community Center - Orlando Ballet and School's future home.  Once the plan is in place it will lay the ground work for developing a capital campaign plan.
 
In December 2014 Orlando Ballet will move into the Dr. Phillips Center for the Performing Arts after a long-history at the Bob Carr for the remainder of its 2014-15 season.  Box office sales are anticipated to increase with the excitement of the Center opening. 
 

 
Foundation Comments
Financial figures taken from IRS form 990s.  990s and audits are reconciled.
Inkind Revenue includes noncash and donated services and facilities as reported on the 990.
Endowment is held at the Central Florida Foundation.
2010: Change in audit firm.
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.