Orlando Ballet Inc.
415 E. Princeton Street
Orlando FL 32803-1453
Contact Information
Address 415 E. Princeton Street
Orlando, FL 32803 1453
Phone (407) 418-9811
Fax (407) 426-1734
Web and Social Media
Instagram
Video
Mission
Mission

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

Leadership
CEO/Executive Director Ms. Caroline Miller
Board Chair Ms. Sibille Pritchard
Board Chair Company Affiliation Brooksville Development Corporation
History
IRS Ruling Year 1974
Former Names
NameYear
Southern Ballet Theatre1974
Financial Summary
 
 
Projected Revenue $5,136,557.00
Projected Expenses $5,070,480.00
Statements
Mission

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

Impact

This year, Orlando Ballet achieved the following:

  • Secured donors to underwrite live music in four of its five productions in the 2015-16 season;
  • Presented Don Quixote, with sets, costumes, and choreography from American Ballet Theatre, receiving rave reviews from the Orlando Sentinel’s Matt Palm;
  • Set box office sales records with its production of Beauty & the Beast featuring choreography and music composition by company dancer Arcadian Broad;
  • Continued to offer outstanding education programs as an American Ballet Theatre Certified School, reaching over 1,200 students through our year-round and summer intensive programs;
  • Reached over 60,000 students through Orlando Ballet’s various outreach programs and partnerships.
 
For the 2016-17 season, Orlando Ballet plans to:
  • Continue to focus on artistic programming—producing full length ballets, contemporary masterpieces, and new works;
  • Launch a symposium series with prominent choreographers and dancers;
  • Expand outreach programs and pursue new funding sources for these programs;
  • Enhance current and develop new earned and contributed revenue sources through an increased focus on marketing and development;
  • Grow and strengthen the organization’s board of directors and staff.
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 million challenge match from Harriett Lake Family Trust is August 2018. Target date for occupancy is August 2018. Cost: $8 million ($2.5 million already committed in form of matching gift)
  • Live orchestral accompaniment at select mainstage productions this season. Cost: $240,000
  • Reinvest in staffing including a permanent Executive Director, Senior Director of Philanthropy, Development Coordinator, School Marketing & Community Relations Coordinator, and other support staff. Cost: $315,000
  • Implementation of Tessitura software to integrate fundraising, marketing, and ticket sales into one database. Cost: $75,000

 

Background

The Performing Arts Company of Florida, was founded by Kip Watson, Barbara Riggins and Patti Watson Walsh, in 1974, with twelve young, non-paid dancers and only $4,000. The first full-length performance was of Cinderella, presented at the Civic Theatre to 7 sold-out houses. In 1978, the company launched a touring program, and changed its name to Southern Ballet Theatre, and found a new home at the Bob Carr Performing Arts Centre. It took two years, but the Ballet finally got their first six professional dancers, and started their first subscription series. In 1982, the Southern Ballet opened a ballet school to meet the demand for dance instruction. We launched our first community engagement program called Scholarship Training for the Enrichment of Primary Students (STEPS), in 1992, which is a full dance focused program for at-risk children. In 2001, The Ballet School received accreditation from the Southern Association of Colleges and Schools and the company changes its name to Orlando Ballet. In 2009, Robert Hill joined as artistic director and Dierdre Burger became the new school director in 2010. In 2014, Orlando Ballet celebrated its 40th Anniversary, of celebrating dance throughout Central Florida.

 

Today, Orlando Ballet employs a company of 23 professional dancers from across the country and around the world. The Orlando Ballet School (OBS) is one of five schools in the nation to have earned the distinction as an American Ballet Theatre Certified School. OBS trains over 1,200 students annually through its year-round and summer programs and distributes over $300,000 in scholarship assistance. The organization reaches over 60,000 students annually through its various outreach programs.

CEO Statement

With a dedicated staff, exceptional company of dancers, committed instructors, and a proactive board of directors, Orlando Ballet is looking forward to the 2016-2017 season.

 

Orlando Ballet will continue to expand and diversify its audience base, stimulate interest in ballet training, increase educational and outreach, and provide a unique showcase for artists.

 

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
FL

Orlando Ballet serves several counties including Orange, Seminole, Osceola, Lake, Volusia, and Duval 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. Orlando Ballet also offers a two-week summer intensive training program for students in Jacksonville, FL (Duval County) in partnership with The Florida Ballet.

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

The Orlando Ballet will focus on the following elements:

  • The Art of Dance: continuing the tradition of a classically trained company that has the technical and theatrical ability to excite and inspire its audience with full-length ballets, contemporary masterpieces, and new works.
  • The Joy of Dance: creating programming that may be appealing to a broader audience by incorporating the use of technology and social media, hosting special events with celebrity guests, and collaborating with new partners.
  • The Power of Dance: maintaining a ballet school committed to superior dance instruction and training for individuals of all ages and offering a variety of outreach programs to reach populations that may not otherwise have access to ballet training and/or performances.
Strategies
HelpWhat are the organization's strategies for its stated long-term goals?

For the 2016-17 Season, Orlando Ballet has outlined the following strategies to reach the aforementioned goals:

  • Contracts have been negotiated to engage 22 professional company dancers, ballet masters to stage prominent works from well-known choreographers including George Balanchine and Twyla Tharp, and sets/costume rentals to enhance productions;
  • Efforts to provide a “behind-the-scenes” look into the Orlando Ballet will continue with the Orlando Ballet Uncorked series, open rehearsals, tours of the wardrobe and production warehouse, and a new symposium series with prominent choreographers and dancers;
  • The organization’s use of digital marketing and social media will expand to broaden its reach to younger demographics and engage its audience in new ways;
  • Build engagement of the Orlando Ballet School’s Parents Association to help evaluate school offerings, serve as ambassadors for the organization.

 

Orlando Ballet recognizes to achieve these goals, it must have a strong infrastructure. To that end, Orlando Ballet has outlined the following additional strategies:
  • Enhance both programmatic and institutional marketing efforts;
  • Focus on prospecting and cultivating new donors—primarily individuals and corporations, while also placing an emphasis on donor appreciation;
  • Grow the organization’s board of directors to include members from key local industries, members from the artistic/education community, and members representing the diversity of Orlando (in age, ethnicity, and gender);
  • Hire additional staff including an Executive Director, Sr. Director of Philanthropy, Development Coordinator, School Marketing & Community Relations Coordinator, and additional support staff;
  • Continue to work towards obtaining the necessary funds to renovate and expand the Loch Haven Neighborhood Center as the new home for the Orlando Ballet company, central school campus, and administrative offices;
  • Invest in the necessary technology to operate efficiently including the implementation of Tessitura to handle all ticketing, fundraising, and education database and processing needs.
Capabilities
HelpWhat are the organization’s capabilities for doing this? What resources, capacities, and connections support its progress towards long-term goals?

 

  • Orlando Ballet recently hired a seasoned executive with decades of experience in dance and the performing arts to serve as its Executive Director who will lead the board of directors to raise high-level gifts that will help stabilize the organization while enabling it to continue offering high-quality dance programming.
  • 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.
  • Orlando Ballet School is led by Dierdre Miles Burger, a former dancer of Boston Ballet and former Principal of the Boston Ballet School.
  • 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 renovation campaign is reasonable.
  • Orlando Ballet has received a $2.5 million matching gift from the Harriett Lake Family Trust as a lead gift to the capital campaign as well as a $500,000 facility grant from the State of Florida.
  • The Orlando Ballet is also a member of Dance/USA, the leading organization for dance advocacy, research, and professional development. Dance/USA is a resource for information, allowing Orlando Ballet to find benchmarks that will help elevate the organization, as well as learning opportunities to examine industry best practices.

 

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?

 

  • Ticket sales and attendance records are analyzed for each production. Orlando Ballet regularly conducts audience surveys to ascertain concerns and satisfactions, as well as identify audience demographics and economic impact of programs. Traffic on the website and social media platforms is used monitor promotions and advertising campaigns. Press and media coverage are also evaluated, as is the return on investment for all fundraising and direct mail campaigns.
  • The success of OBS programs is evaluated by ABT National Training Curriculum student examinations, student success in international dance competitions, and students’ ability to obtain professional dance employment after graduation. Students receive bi-annual written evaluations and a Parents Association meets regularly to provide feedback to staff.
  • STEPS Program participants are evaluated by academic teachers in the school system as well as parents/guardians prior to the start of the program and again at its conclusion. The program has been shown to reduce the incidence of at-risk related behavior, with academic schoolteachers reporting 80% improvement in marked memory and behavior, 82% improvement in motor skills, 85% improvement in academics, and 92% improvement in self-esteem among participants. Students also receive semi-annual evaluations on their progress in dance class from the OBS faculty.
  • Students and teachers who participate in outreach programs are regularly surveyed and these evaluations are used to continually revamp and improve the program.
  • The Finance Committee of the Board meets monthly to review budgets and ensure the organization is operating in a fiscally prudent manner.

 

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

Orlando Ballet has recently hired a new Executive Director and School Marketing & Community Relations Coordinator, both of whom are scheduled to begin in late summer 2016. Additionally, Orlando Ballet is actively searching for a Sr. Director of Philanthropy and a Development Coordinator.

 

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 $8 million goal. The challenge will be raising an additional $5.5 million for the renovation campaign while still growing our general operating donations.

 

With a smaller board of directors and reduction in staff size during the 2015-16 season, the Orlando Ballet was still able to engage a number of new and former donors to raise a significant amount of financial support for both operations and programming. With new staff joining the team and an aggressive board expansion strategy, Orlando Ballet is confident that it will be able to further develop this support during the 2016-17 season.
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,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 dancers 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 Michael Pink's Dracula; The Nutcracker; Masterworks with choreography by George Balanchine, Jerome Robbins, and Twyla Tharp; and Val Caniparoli's A Cinderella Story.
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 1,200 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 60,000 young and underserved audiences each year, as well as to perform with the Orlando Ballet Company. Graduates of the Orlando Ballet School have gone on to pursue a professional career in dance with many major dance companies including American Ballet Theatre, Boston Ballet, Pacific Northwest Ballet, Hamburg Ballet, Houston Ballet, Paul Taylor Dance Company, and 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 and then in March 2016, it was named "Outstanding School of the Decade" at the American Dance Competition.
Population Served General/Unspecified
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.

 

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, San Francisco 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 Parent Association meets regularly 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 1,200 students annually. Orlando Ballet School is one of only five schools to be named an American Ballet Theatre Certified School. This year, two Orlando Ballet School students won Encouragement Prizes at the Helsinki International Ballet Competition and were the only two American dancers to win an award in this prestigious international competition. 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 50 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 16,000 public school second graders the opportunity to attend performances throughout the year. Finally, the Ballet School offers more than $300,000 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 16,000 2nd grade Orange County School students to professional ballet productions annually at no cost to the students or the school. 
 

Since its inception in 1992, the STEPS program has reach more than 1,200 students and the program has been shown to reduce the incidence of at-risk related behavior, with approximately 80% of participants showing improvement on a comprehensive scale of academics and behavior.

 
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 County (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 16,000 annually) are regularly surveyed and their comments collected and reviewed by staff. These evaluations are used to continually revamp and improve the program.
 

STEPS Program participants are evaluated by academic teachers in the school system as well as parents/guardians prior to the start of the program and again at its conclusion. The program has been shown to reduce the incidence of at-risk related behavior, with academic schoolteachers reporting 80% improvement in marked memory and behavior, 82% improvement in motor skills, 85% improvement in academics, and 92% improvement in self-esteem among participants. Students also receive semi-annual evaluations on their progress in dance class from the OBS faculty.

 
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 7 Lecture/Demonstrations and performances to more than 16,000 Orange County Public School 2nd graders in 2015, 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 integral part of the region's arts and cultural offerings.

 

Orlando Ballet provides curriculum-based programming directly to public school students in classrooms throughout Orange County (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 1,200 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. Sibille Pritchard
Company Affiliation Brooksville Development Corporation
Term Nov 2015 to June 2017
Board Co-Chair
Board Co-Chair Ms. Laraine Frahm
Company Affiliation Millennium Management
Term Start July 2016 June 2017
Board
Board Members
NameCompany AffiliationsStatusCertificate*
Ms. Susan Bounds CFO Strategic ParnersVotingNo
Mr. Earl M. Crittenden, Jr. GrayRobinson, P.A.Voting
Ms. Tricia Earl Community VolunteerVotingNo
Ms. Madeline Eckett-Oden Community volunteerVoting
Ms. Andrea Eliscu VotingNo
Ms. Rachael Elliott Orlando HealthVotingNo
Ms. Laraine Frahm Millennium ManagementVoting
Ms. Marcia Hope-Goodwin City of OrlandoVoting
Ms. Sibille Pritchard Brooksville Development CorporationVotingNo
Ms. Judy Sandefur Community VolunteerVotingNo
*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, the Central Florida Partnership www.centralfloridapartnership.org, and the Central Florida Foundation www.cffound.org.
Board Term Lengths 3
Board Term Limits 2
Board Ethnicity
Asian American/Pacific Islander 0
Caucasian 8
Hispanic/Latino 0
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
Finance
Special Events (Golf Tournament, Walk / Run, Silent Auction, Dinner / Gala)
Education
Executive
Board Governance
Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
Building
Comments
CEO Comments


CEO/Executive Director
CEO/Executive Director Ms. Caroline Miller
Term Start Aug 2016
Email
Experience

Caroline Miller comes to the Orlando Ballet from Dance UK where she led the national body for the professional dance industry in Britain for ten years. Miller is bringing an impressive list of accomplishments and accolades with her to Orlando.  Under her leadership, Dance UK became the pre-eminent advocacy organization for the industry. Over the last five years she developed a radical new business model successfully merging Dance UK with three other dance charities.  Her work was recognized in January 2016 when she was awarded the prestigious De Valois Award for Outstanding Achievement in Dance at the National Dance Awards in London.  Miller was included on the 2014 Evening Standard list of 1000 most influential Londoners for her role in the team establishing the ground-breaking National Institute of Dance Medicine and Science and was an international Fellow of the DeVos Institute of Arts Management at the Kennedy Center in Washington DC between 2011 and 2013.


Caroline began her career as a box office assistant in 1994, going on to become a theatre marketing manager and a publicist for major arts venues in London, England including the Institute of Contemporary Arts, the Southbank Centre and Sadler’s Wells. In 2006, she won a fellowship for outstanding female emerging arts leaders and completed a Masters in Cultural Leadership at City University, London.

CEO Salary Range $75,001 - $100,000
Former CEOs
Former CEOs
NameStartEnd
Mr. Jim T Cundiff Mar 2016Nov 2016
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 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 Director of Marketing
Experience/Biography
Plans
Organization has Fundraising Plan? No
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 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.

 

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 16,000 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.

 

CREATIVE CITY PROJECT: The Ballet has participated in the Creative City Project each October since it began in 2012. This event makes the arts available to the public through free performance in public spaces in Downtown Orlando.
Affiliations
AffiliationYear
Dance USA2016
Rollins College Philanthropy and Nonprofit Leadership Center2016
Awards
AwardAwarding OrganizationYear
Outstanding SchoolNew York Youth American Grand Prix2009
Junior Grand Prix, Blake KesslerYouth American Grand Prix2012
Outstanding SchoolYouth American Grand Prix2014
Outstanding School of the DecadeAmerican Dance Competition2016
ABT Certified SchoolAmerican Ballet Theatre2015
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, 2015
Fiscal Year End June 30, 2016
Documents
Form 990s
YearDocument
2015990
2014990
2013990 signature
2013990
2012990
2011990 Signature Page
2011990
2010990
2009990
2008990
2007990
2006990
Audit Documents
YearDocument
2015Audit 14/15
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
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 Year201520142013
Foundation and
Corporation Contributions
$195,824$325,818$471,896
Government Contributions$80,758$137,635$161,616
Federal$0$0$0
State$0$35,810$40,411
Local$0$101,825$121,205
Unspecified$80,758$0$0
Individual Contributions$805,638$1,018,187$346,965
$0$0$0
$3,621,831$3,168,081$2,886,225
Investment Income, Net of Losses$13,228$12,464$4,876
Membership Dues$0$0$0
Special Events$23,123$136,657$64,784
Revenue In-Kind$82,603$276,867$137,643
Other$37,408$10,136$5,769
Expense Allocations
Fiscal Year201520142013
Program Expense$4,435,830$4,036,722$3,569,119
Administration Expense$445,439$363,957$272,652
Fundraising Expense$0$0$66,423
Payments to Affiliates$0$0$0
Total Revenue/Total Expenses1.001.161.01
Program Expense/Total Expenses91%92%91%
Fundraising Expense/Contributed Revenue0%0%6%
Assets and Liabilities
Fiscal Year201520142013
Total Assets$2,070,163$2,030,314$1,290,428
Current Assets$1,087,652$1,149,282$731,530
Long-Term Liabilities$75,000$125,000$0
Current Liabilities$1,188,548$1,065,838$1,141,663
Total Net Assets$806,615$839,476$148,765
Top Funding Sources
Fiscal Year201520142013
Top Funding Source & Dollar AmountEarned Revenue $3,621,831Earned Revenue $3,168,081Earned Revenue $2,886,225
Second Highest Funding Source & Dollar AmountFoundations and Corporations $195,824Individuals $1,018,189Foundations and Corporations $471,896
Third Highest Funding Source & Dollar AmountIndividuals $805,638Foundations and Corporations $325,818Individuals $346,965
Solvency
Short Term Solvency
Fiscal Year201520142013
Current Ratio: Current Assets/Current Liabilities0.921.080.64
Long Term Solvency
Fiscal Year201520142013
Long-Term Liabilities/Total Assets4%6%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 8000000
Capital Campaign Dates May 2015 - June 2018
Capital Campaign Raised-to-Date $3,000,000.00 as of May 2016
Capital Campaign Anticipated in Next 5 Years? Yes
Comments
CEO Comments

Historically, Orlando Ballet has completed each fiscal year with a net positive financial position. In FY15, the organization had a modest deficit due to deprecation of property. The organization anticipates finishing FY16 with a modest surplus.


In January 2016, with the support of several generous donors, the Orlando Ballet retained the consulting services the DeVos Institute of Arts Management under the leadership of Michael Kaiser. The Ballet’s board and staff are working with Mr. Kaiser’s team to develop a long range plan focused on increased earned and contributed revenue, while maintaining excellent programming.

 

The long range plan calls for expanding the organization’s Board of Directors to include additional members with a greater giving capacity as well as members that will expand the organization’s reach and diversity. Several staffing recommendations are also included in this plan. The Ballet, which has been under the leadership of Laraine Frahm as Interim CEO since November 2015, concluded an international search for a new Executive Director in June 2016. Caroline Miller comes to the Orlando Ballet from Dance UK where she led the national body for the professional dance industry in Britain for ten years. Miller will be relocating to the Central Florida area from London, United Kingdom, and is expected to begin the role in August 2016. Plans for additional hires include a Sr. Director of Philanthropy, Development Coordinator, and School Marketing & Community Engagement Coordinator.
 
 
With increased staff and board support, the organization will turn its focus to fund development and marketing in an effort to increase revenue streams that will sustain the organization. Emphasis will be placed on prospecting and cultivating new donors, as well as stewarding donors to ensure their continued support. A number of initiatives are underway to grow earned revenue streams with enhanced programmatic and institutional marketing.
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.