The Center for Contemporary Dance Inc.
3580 Aloma Ave #7
Winter Park FL 32792
Contact Information
Address 3580 Aloma Ave #7
Winter Park, FL 32792
Phone (407) 695-8366
Fax (480) 393-4134
Web and Social Media
Instagram
Video
The area's first African-American professional dance ensemble, Moore Dance Project is one of several companies supported by The Center for Contemporary Dance.
Mission
Mission

To Produce the Next Generation of concert dancers and musical theatre artists.

Leadership
CEO/Executive Director Mr. Craig W Johnson
Board Chair Mr. Dario J Moore
Board Chair Company Affiliation The Center for Contemporary Dance, Inc.
History
IRS Ruling Year 2004
Former Names
NameYear
U-Turn Dance, Inc.2007
Financial Summary
 
 
Projected Revenue $480,000.00
Projected Expenses $439,200.00
Statements
Mission

To Produce the Next Generation of concert dancers and musical theatre artists.

Impact
This year, The Center for Contemporary Dance:
 
• Secured 3 new major donors who have committed to both ongoing and planned giving
• Produced a season of dance, including 3 main stage performances and 5 in-house events, breaking box office records for all productions and selling out all in-house events.
• Provided 3 resident dance companies access to rehearsal space, business mentoring, performance space and creative consulting, assisting them in the development and launch of their performance companies. All previous resident artists are now self-sustaining arts organizations.
• Continued to offer outstanding dance education programs, reaching over 400 local, national and international students through year-round and summer intensive programs.
• Reached over 5,000 public school students through the organization’s arts-education programs and partnerships.
 
For the 2016-17 season, the organization plans to:
 
• Continue to focus on exceptional artistic programming, producing full length contemporary ballets, classical ballets and experimental new works;
• Launch a Pre-Professional Musical Theatre Program, led by the area’s finest dance, acting and music educators
• 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; the formalization of partnerships with private schools and homeschool associations is a key component of this strategy
• Grow, diversify 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
• Improve and upgrade studio and office spaces, including new dance flooring, outdoor façade renovations, and the addition of black box theatre space. Cost: $950,000
• Website re-design with refreshed branding, video content and integrated payment portals. Cost: $40,000
• Reinvest in staffing including a Development Director, Social Media Manager, Marketing & Community Relations Coordinator and Assistant Director of Education. Cost: $145,000
• Implementation of new software to integrate fundraising, marketing, and box office sales into one database. Cost: $75,000
• Ongoing and enhanced target marketing to reach new and diverse audiences. Cost: $55,000 
Background

U-Turn Dance Company, was founded in Washington, DC by Artistic Director Dario J. Moore and Executive Director Craig W. Johnson in 2001, with 6 pre-professional, 25 student, and 4 non-paid professional dancers. In 2002, the company relocated to Central Florida with the goal of bringing culturally-diverse perspectives in contemporary dance to the area, and after 2 years of research and development, the company earned its 501(c)(3) nonprofit status in 2004. The first full-length performance was MAKULU: A Contemporary African Ballet, presented at Trinity Preparatory School to 2 sold-out houses.
 
In 2006, the company opened its Winter Park, FL studio space to host classes and launch a Residency Program that continues to support emerging, local choreographers. In 2007, the organization changed its name to The Center for Contemporary Dance, Inc. to reflect the broader vision of the company. That same year, Youth Scholarships and Pre-Professional Programs are launched to support young students in their dance education and career endeavors.
 
In 2008, the organization expanded its outreach programs to provide high-quality dance education experiences to Title I public schools across 5 Central Florida counties: Orange, Seminole, Lake, Osceola and Volusia; these programs continue to receive support from United Arts of Central Florida.
 
Between 2009 and 2015, the organization received 5 prestigious awards from the National Endowment for the Arts for Artistic Excellence in the field of dance, and an award from the Florida Alliance for Arts Education for its outstanding contributions to dance education across the State; in 2016, the company celebrated its 15th Anniversary.
 
Today, The Center for Contemporary Dance annually produces a full season of dance and is credited with bringing contemporary dance to the area, cultivating 13 of the area’s professional modern/contemporary dance companies through its Residency Program and paving the way for many more. The organization continues to serve 5 Central Florida counties and is managed by 3 full-time directors, 62 professional artists, 15 educators and 85 volunteers. The performance companies have a diverse audience base of more than 2,800 and the organization’s school of dance annually trains 400+ local, national and international students through ongoing classes, pre-professional programs and summer programs. Additionally, the organization annually reaches 5,000+ students through its community arts-education programs.
CEO Statement

If the reader has seen a professional modern/contemporary dance performance in Central Florida, chances are the presenting company originated out of The Center for Contemporary Dance. When the organization opened its doors 15 years ago, just 1 local modern dance company existed. Responsible the explosion of contemporary dance in the area, the organization's Residency Program has incubated, supported and produced 13 of the area's modern/contemporary dance companies, including the majority of those appearing at critically-acclaimed events such as Orlando Fringe Festival, National Dance Day Orlando and The Shift. The organization's achievements in artistic excellence and significant contributions to the area's artistic landscape are evidenced by a now vibrant display of contemporary dance.

Over the course of its history, The Center for Contemporary Dance supported 450 culturally-diverse artists, seen its students enter the most prestigious university dance programs, and delivered 280+ community programs, engaging more than 20,000 at-risk youth in curriculum-based dance education experiences. What has made all this possible is the organization's ever-growing team of donors, artists, educators, volunteers and dedicated professionals who believe deeply in the work we do, partnering with us to create both essential beauty and outstanding dance education opportunities.  Together, we have added new dimension to the vocabulary and perception of dance in Central Florida, expanding our community's creative, expressive and educational options.
 
The organization's dedicated leaders, educators, staff and supporters are looking forward to the 2016-17 season, in which The Center for Contemporary Dance will continue to broaden and diversify its audience base, cultivate interest in high-quality dance training, expand community arts-education programs, and provide a unique platform for the next generation of concert dancers and musical theatre artists to grow.
Board Chair Statement

The Center has earned a solid reputation for delivering innovative and inclusive works that move and inspire audiences—in addition to being featured on PBS, FOX News and local television networks, many of the organization's works have been commissioned by universities, corporations and City leaders. Central Florida wants to experience work by culturally-diverse artists, and The Center for Contemporary Dance has taken responsibility for creating that platform.

The inclusive nature of the organization enables it to create fascinating works with dancers of all backgrounds. The organization has produced works like Unheard Insight, featuring blind and deaf performers; Colours of Courage, which explores the history of African Americans; and Seeking, one of many community-based shows featuring at-risk youth. It is our belief that dance should be experienced by anyone who wishes to know the art. Everyone deserves to be self-expressed and if a person—no matter their shape, color or limitation—feels passionately about dance, we have a responsibility to provide a platform that cultivates that passion.

Blending dance and community outreach makes sense to The Center for Contemporary Dance. The organization has been able to create successful programs that serve aging adults, persons with special needs, underserved children, minority populations and Title I Schools. All this is possible because of the support we receive from a team of people that cares about the concept of Community. The greatest challenge facing the organization is securing involvement from influential supporters and Board Members interested assisting the organization in maximizing its efforts; to address this challenge, activities and recommendations by the Board Development Committee are the organization’s top priority for the 2016-17 season.

NTEE Information
Primary Organization Type Arts,Culture & Humanities
Primary Organization SubType Dance
Areas Served
Geographic Areas Served
FL - Orange
FL - Seminole
FL - Volusia
FL - Osceola
FL - Lake
Orange County:  Winter Park, Orlando, Maitland, Winter Garden, Apopka
 
Seminole County:  Winter Springs, Casselberry, Longwood, Sanford, Oviedo, Lake Mary
 
Volusia County:  Daytona Beach, DeLand
 
Osceola County:  Kissimmee
 
Lake County:  Tavares
Goals
HelpWhat is the organization aiming to accomplish? This is the organization's ultimate goal for intended impact.

The organization's 2016-19 Strategic Plan provides The Center for Contemporary Dance (CCD) with a road map for the next three years, identifying Five Strategic Directions and Goals:

1. Audience Development and Growth

CCD is poised for growth; one of the most important agendas for CCD is to discover new ways to harness and perpetuate this momentum. Goal: CCD will achieve greater community recognition as a leader in dance production and education; in turn, the organization will see greater participation in its programs and support for its artistic offerings.

2. World-Class Performances

CCD is in a unique position in that it supports and represents several professional dance companies with the capability to produce excellent art. Goal: CCD will further enhance its reputation as a producer of excellent art that is recognized as significant, relevant and engaging by industry professionals and the community at large.

3. Outstanding Education Programs

CCD is committed to further refining its in-house and community education programs for the purpose of achieving greater credibility and recognition. Goal: CCD will further enhance the quality, content and diversity of its education programs and become a nationally-recognized, fully-accredited school of dance.

4. Achieving Financial Vitality for the Purpose of Expansion

CCD is committed to developing and implementing successful and ongoing fundraising and revenue-generating efforts that lead to the organization to a position of financial vitality. Goal: CCD will establish itself as a financially robust organization capable of fulfilling its mission, realizing its vision and supporting a future for its artistic, educational and public service endeavors.

5. Continuing Education in Capacity Building

CCD is committed to investing in ongoing training and education for its leadership team and Board in the area of capacity building. Goal: CCD will continually enhance and invest in the capacity building skills of its leaders, staff and Board Members through continuing education, allowing personnel to effectively achieve CCD’s development goals.

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

Strategies for the 2016-17 season include: 

1. Audience Development and Growth 
  • To secure a major partnership with a digital creative and media agency that will assist to refresh the brand, CCD’s website and promote the organization and its offerings via digital mediums, including social media networks.
  • To secure a Public Relations Manager who will work to secure media partnerships in print and broadcast mediums.
  • To secure at least one national and one state grant that will give the organization the means to support major marketing efforts. 

2. World-Class Performances

  • To refine and review CCD’s artistic agendas through a series of planning meetings with CCD’s Artistic Director and the Artistic Directors of CCD’s resident dance companies; meeting goals include the establishment of artistic standards and the generation of 3-5 year artistic map for future programs. COMPLETE
  • To develop a series of programs and classes targeted to pre-professional dancers in order to create a larger community of in-house professionals from which to pull for professional projects.
  • To further strengthen standards for accepting students into CCD’s Pre-Professional Program, an in-house resource pool from which to pull future professionals. COMPLETE

3. Outstanding Education Programs

 

  • To appoint a qualified committee of educators and consultants to review current curriculum and standards for the purpose developing an Education Plan that includes clear strategies, timelines and recommendations for refining CCD’s education programs. The committee will also research and outline a plan for accreditation.
  • To appoint a Director of Education who will oversee the above and ensure the implementation of the Education Plan. COMPLETE
  • To create a regular and required schedule of faculty learning programs that facilitate continuing education for CCD educators.
  • To refine and write a manual and program for teaching a time-tested pedagogy that will be adopted by all CCD educators in 2016.

4. Achieving Financial Vitality for the Purpose of Expansion

 

  • To evaluate the current Fundraising Plan and establish a regular Fundraising Committee that plans and executes a regular cycle of successful fundraising events
  • To secure a Board Member with exceptional skills in fundraising
  • To develop a digital contributor’s packet that can easily be distributed to potential donors and sponsors
  • To implement and constantly evaluate a plan for increasing private donations by $10,000 per month
  • To run a year-end fundraising campaign that generates at least $20,000 in contributions

 

5.  Continuing Education in Capacity Building

  • To review the education needs of the current leaders, staff and Board members and research continuing education opportunities to fill knowledge gaps. COMPLETE
  • To integrate continuing education opportunities into Board, staff and leadership meetings.
  • To secure 1-2 new Board Members with exceptional skills in areas where current leaders, staff and Board members require continuing education.

 

Capabilities
HelpWhat are the organization’s capabilities for doing this? What resources, capacities, and connections support its progress towards long-term goals?
  • The Center for Contemporary Dance is led by a seasoned Executive Director, Craig W. Johnson, who has decades of experience in dance, arts management and organizational development.
  • The organization’s creative programs are overseen by Artistic Director Dario J. Moore, a former dancer of Ballethnic Dance Company, who is recognized for being an innovator of dance in the area; Moore holds a Masters Degree in Dance Education from American University in Washington, DC.
  • The organization’s school of dance is overseen by Director of Education Ingrid F. Lozano, a former soloist with the National Classical Ballet Company; Lozano holds a Masters of Education in Dance & Theater from Texas Tech University in Lubbock, TX.
  • The organization has formalized partnerships with 2 local private schools, an emerging theatre company and the National Dance Institute, facilitating the organization’s capacity building and community service goals.
  • The organization is a 5-time winner of prestigious competitive awards from the National Endowment for the Arts for Artistic Excellence in the field of dance, validating the organization’s ability to create and implement exceptional work in accordance with national standards.
  • The organization has secured 3 new major donors who will collectively contribute $500,000 over the next 6 years, with an $600,000 pledged in planned giving
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?

For the 2016-17 season, the organization will primarily use the following indicators to track its success in reaching long-term goals:

Increased Program Attendance: Ticket sales and attendance records are analyzed for each production/program. Audience surveys are used to evaluate participant responses, as well as identify audience demographics and economic impact of programs.

Increased Program Interest: Phone and email inquiries from potential new audience members/students are analyzed daily, with follow-up by staff occurring within 24 business hours. Traffic on the website and social media platforms is used monitor promotions and advertising campaigns. Public response to press and media coverage are also evaluated.

Increased Organizational/Programmatic Support: The Board Development, Fundraising and Finance Committees of the Board collaboratively meet monthly to review budgets and ensure the organization is operating in a fiscally responsible manner. Together, these Committees, monitor, discover and/or following-up on sources and further cultivate relationships with current donors. The success of new fundraising campaigns, donor recruitment strategies and planned giving efforts are evaluated by the Fundraising and Finance Committees.

Enhanced Education Outcomes: The success of in-house and community dance education programs is evaluated by highly-skilled, well-educated industry professionals; public school programs are further evaluated by academic educators, ensuring that programs support school curriculum with improved student outcomes in both academic and behavioral arenas. Student examinations are conducted at the organization’s school of dance bi-annually and include both a written and technical component. Student success is further measured by their performance in international dance competitions, and their ability to secure placement in respected university dance programs and/or gain professional dance employment.

Enhanced Expertise: Enhanced expertise of faculty and staff by way of continuing education is evaluated by the Director of Education and Artistic Director, both of whom possess Masters Degrees in their field. Opportunities for faculty and staff to receive continuing education are offered consistently across the season; each faculty and staff member is required to attend no less than 4 workshops each year in arts education, management, capacity building and/or marketing. Board members are required to attend no less than 2 workshops each season, and also play a key role in discovering new education opportunities for the board, faculty and staff.

Progress
HelpWhat has and hasn’t been accomplished so far?
CCD has indisputably defined and ushered in Florida's next generation of dance culture. CCD's performances/programs have additionally been endorsed by the National Endowment for the Arts and National Dance Institute.
Each season, 5,000+ residents and visitors attend CCD's professional, pre-professional and student performances. Across its history, CCD has produced 48 major projects and 175 smaller projects designed to engage and educate Florida students of all ages, backgrounds and abilities in the dance arts.
 
CCD's school of dance annually serves 300+ students, with programs conducted in accordance with National Standards for Dance Education. The Summer Intensive Program is annually attended by 40+ local and visiting pre-professional dancers; in 2016, international students came from Spain, Brazil and Germany.
Each year, CCD serves 5,000+ Florida public school children through curriculum-based performances, lecture/demonstrations and arts education workshops that further cultivate the next generation of audiences/artists. Since 2008, 16,000+ Florida Title I public school students across 5 counties have been enriched and educated by CCD programs.
 
What’s Working:
• CCD’s Residency Program has led to the launch of 13 of the area’s professional modern and contemporary dance companies
• CCD’s school of dance is producing dancers with skills that facilitate their entry into respected university dance programs and professional dance companies across the nation
• CCD has a small but effective Board of Directors that contribute to the vitality of the organization through active participation
• CCD has a hard-working and committed staff that has doubled in size over the past 5 years
• CCD is financially stable
• New partnerships with nationally-recognized industry peers and organizations have led to increased awareness
• CCD’s public school/community programs reach 5,000+ young people each year and receive high marks from participants and educators alike
• CCD has a highly creative and accomplished leadership team that eagerly collaborates to generate innovative and effective programs
• Long-term loyalty by faculty, staff and leaders indicates internal commitments to the company culture
What Isn’t Working:
• CCD needs to cultivate a Board of Directors with the financial strength and community connections that inspire community awareness, investments and participation
• Constituents show little crossover among the organization’s multiple services (i.e., guests who attend dance classes often do not donate)
• CCD fundraising efforts require maximization through dedicated and knowledgeable staff/Board Members comfortable in this arena
• Current space limitations threaten increased student enrollment and audience development opportunities
• Limited manpower leads to missed opportunities to consistently engage students, audiences, supporters and artists in CCD programs and goals
• CCD marketing efforts need to be more diverse and innovative to capture new and untapped markets
Programs
Description

The School of Dance and Musical Theatre Studies includes all public dance and musical theatre classes, workshops, master classes and pre-professional programs offered at The Center for Contemporary Dance. Led by mature, educated industry professionals, each with no less than 10 years of teaching experience, school programs operate in accordance with National Standards for Dance Education and provide instruction in classical, contemporary and cultural dance to more than 400 students each year.  Lead educators all have a Masters Degree in dance education. In 2015, the school added a Pre-Professional Musical Theatre Program to meet the needs of a growing population of musical theatre students; the evening Pre-Professional Dance Program has been in place since 2006 with a day program for homeschooled students added in 2016. Enrichment and preparatory classes are open to students of ages 2 to adult; specialty classes for students with special needs have been in place since 2011.

Population Served Children and Youth (0 - 19 years)
Adults
People/Families with of People with Disabilities
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.

In addition to making improvements in the technical and artistic aspects of dance and musical theatre studies, students who participate in community classes, workshops and learning programs gain a deeper understanding of and appreciation for contemporary dance traditions and an understanding of emerging trends in the performing arts. In 2015, 100% of students reported improvements in their technical and artistic abilities as a result of their studies at The Center for Contemporary Dance. 96% of students express increased understanding of contemporary dance traditions/history as a result of their participation in education programs.  In 2015-16, 100% of the school's college-aged pre-professional students were accepted in university dance/performing arts programs, including those at Point Park University, New York University, University of California Los Angeles and Syracuse University.

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 School supports the development of emerging artists through exceptional training in classical ballet, modern dance and musical theatre studies, including jazz, tap, music, voice and acting. Pre-Professional Programs in Classical Ballet/Modern Dance and Musical Theatre are designed to prepare serious-minded students ages 10-18 for entry into both university programs and careers in the arts. Preparatory programs begin at age 2, facilitating an appreciation, discipline and foundation for future studies in dance and the performing arts. With a comprehensive curriculum and a faculty of experienced professionals, the school has trained thousands of students since 2001, including those who have gone on to enter prestigious university dance/performing arts programs. Graduates of Pre-Professional Programs can be found working with renowned professional companies, including the Martha Graham Dance Company, Alvin Ailey American Dance Theatre, Cirque du Soleil and Nimbus Dance Works.

Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact.

Program evaluation is primarily conducted through student, parent and faculty surveys. In order to ensure compliance with the National Standards for Dance Education and to track student improvement, classes are also observed and evaluated by the Director of Education on a monthly basis. Formal exams for ballet, modern and pre-professional students are conducted bi-annually.

Examples of SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success.
At the end of 2015, 100% of students reported improvements in their technical and artistic abilities as a result of their studies at The Center for Contemporary Dance. 100% of college-aged pre-professional students were accepted into a university dance/performing arts program.  
 
Read detailed reviews from students, parents and supporters:
http://greatnonprofits.org/org/the-center-for-contemporary-dance-inc 
Description

The Arts in Community Program includes all arts-education and enrichment programs offered by the organization through Central Florida's public schools and community organizations.  Programs include curriculum-based dance/musical theatre residencies, lecture-demonstrations, workshops and performances, often developed and led in collaboration with hosting organizations. Serving more than 5,000 students each year, including 2,000 at-risk youth, the program has been in place since 2004.  Engineered to broaden access to arts-education, engage young and underserved audiences in the arts and fill gaps in public school arts curricula, curriculum-based programs can be found listed on United Arts of Central Florida's Arts & Culture Access site at www.uaartsed.com. Services vary in duration, from a single workshop or performance to extended collaborations.

Population Served K-12 (5-19 years)
Minorities
People/Families with of People with Disabilities
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.

Arts in Community Programs are carefully-designed endeavors with customized outcomes, benchmarks and endpoints. As such, each project has its own unique set of data; however, all Arts in Community projects share the common goals of: 1.) providing an education in dance and/or musical theatre, 2.) cultivating creative expression and enhancing artistic ability, 3.) improving quality of life in areas of self-esteem, academic performance, literacy or social/cultural awareness.  For 2015, 98% of all those served by an Arts in Community Program expressed an increased understanding of and appreciation for dance; 97% reported improvements in their technical and artistic abilities; 90% reported a greater sense of self-confidence and social/cultural awareness; 82% of academic educators reported improvements in student academic performance and overall focus. Of the more 1,200 participants surveyed, 100% stated they would participate again if the program were offered.

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.

Each Arts in Community Program caters to the specific needs of the population served. Customized programs have been developed for blind and deaf persons, public school educators interested in using the arts to improve student learning, and city leaders in need of programming that celebrates minority culture. All programs are planned in accordance with the National Standards for Dance Education. Of the participants served, at least 90% will express increased knowledge of dance, improvement in self-confidence, academic performance, technical development and/or a deeper understanding of the history/culture explored in a particular program. 

Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact.

Planned, monitored and evaluated with each collaborating community organization, program evaluation is primarily conducted through participant, faculty and leadership surveys. Long-term projects that extend beyond a single event also involve regular evaluation to measure participant progress over the course of the program. Depending on the goals established for a particular program, areas evaluated may include participant self-esteem, technical improvement, learning, academic improvement or social development. Program leaders from all participating organizations also evaluate projects in areas of collaborative process, challenges/opportunities for improvement and overall effectiveness.

Examples of SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success.
At the end of 2015, 97% of all participants in an Arts and Community Program reported improvements in their technical and artistic abilities; 90% reported a greater sense of self-confidence and social/cultural awareness; 82% of participating students experienced improvements in academic and behavioral arenas. 
 
For 2016-17, in collaboration with MicheLee Puppets, the organization is adding a new component to the Arts in Community Program that provides students of all abilities access to dance-puppetry classes.  Designed to enhance social, motor and artistic skills, classes take place on-site at The Center for Contemporary Dance and on location at local charter schools that educate typical students alongside those with special needs. A key goal of the program is to refine and implement an inclusive, replicable model for arts education.  
 
For detailed reviews from students, educators and supporters:
http://greatnonprofits.org/org/the-center-for-contemporary-dance-inc 
Description

Implemented in 2007, the Residency Program supports emerging choreographers and contemporary/modern dance companies in the creation and presentation of new work. The program provides mentoring in business/production management, artistic development and access to rehearsal and performance space at little or no cost to participating artists. The primary goal of this incubation program is to cultivate modern/contemporary dance in Central Florida by mentoring artists into self-sufficient producers of new work; over the past 10 years, the Residency Program has supported more than 350 artists and 13 contemporary dance companies, resulting in the presentation of no less than 170 new dance works. Prior to the implementation of the organization's Residency Program, contemporary dance was virtually absent from the Central Florida arts scene. Today, Central Florida has a thriving contemporary/modern dance culture that is indisputably attributed to the organization's Residency Program.

Population Served Adults
Minorities
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.

Artists accepted into the Residency Program begin producing and showcasing new work within one year of entering the program. By expediting the period between business start-up and independent operation, program participants more quickly become employable artists equipped with the skills to successfully achieve long-term stability by producing marketable, socially-relevant creative work. For 2015, 100% of artists supported by the program publicly presented at least one new dance work in less than 12 months of program entry. 25% of artists accepted into the program in 2015 are now independently-operating arts organizations, earning professional work and regularly presenting new work to the Central Florida community.

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.

Emerging choreographers and dance companies are often faced with the difficult challenge of finding the support and funding that will allow them to develop, produce and market new work. In many instances, lack of support leads to the disintegration of important art works and the defeat of visionary creative leaders who were never given a chance to succeed. Access to a supportive, knowledgeable network of dance and arts-management professionals is critical to the success and long-term stability of new artists. Of the artists entering the Residency Program, 98% will become distinctly marketable companies and/or artists, capable of strategically and independently managing all aspects of business and creative production.

Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact.

The Residency Program is assessed by formal evaluation four times each year. Evaluations are completed by the organization’s artistic/administrative leaders in collaboration with each resident artist, and are used to determine each artist’s success/growth in the following areas: creative, financial, business management/leadership and overall company development. Evaluations are also used to identify areas where program participants may require additional support so that collaborative plans of action may be developed. Program success is additionally determined by a separate annual evaluation that measures the degree of independence achieved by each participating artist; the number of artists who out-grow the program and become independent arts organizations is a direct measure of program success.

Examples of SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success.
“There is a perspiration-soaked hotbed of creativity out on Aloma Avenue. And a testament to vision and entrepreneurship.” – Margot H. Knight, Former President and CEO of United Arts of Central Florida, Orlando Arts Magazine (November/December 2010)
 
At the end of 2015, 100% of artists supported by the program publicly presented at least 1 new dance work in less than 12 months of program entry. 25% of artists accepted into the program in 2015 are now independently-operating dance companies, capable of managing their own business and creative endeavors.
 
Performance group DRIP was accepted into the Residency Program in August of 2007. Through the Residency Program, DRIP's leaders became equipped with the business and creative tools that have led them to sustainable industry success. Today, the company has its own entertainment facility, receiving professional bookings across the nation. 
 
For detailed reviews: 
http://greatnonprofits.org/org/the-center-for-contemporary-dance-inc 
Description

Since 2001, the Production and New Works Program has produced more than 280 contemporary and classical dance works and musical theatre performances, reaching over 70,000 local and visiting audience members of all backgrounds. Works produced through the program include the organization's annual season of dance as well as experimental showcases and large-scale collaborative productions that reflect the cultural and creative diversity of our community. Each year, works produced through the program draw powerful media attention, and directly support more than 250 exceptional artists in fields that include dance, visual arts, technical design, music and writing. Over the past 15 years, the program has supported the production of new works from Moore Dance Project, U-Turn Dance Company, Patelworks Dance Theater, Mary Love Dance Projects, Coby Project, DRIP, Dawn Branch Works and dozens of independent choreographers. 

Population Served General/Unspecified
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.

Choreographers, artists and companies supported by the Production and New Works Program demonstrate a commitment to producing diverse, relevant, high-quality work. Since 2001, more than 70,000 local and visiting audience members have attended events produced through the Production and New Works Program.  From an annually-produced season of dance to special performance projects, the Program stages contemporary and classical dance works as well as musical theatre performances. For 2015, 100% of the artists supported by the program publicly presented at least one new dance work. Surveys from audience members indicate that 98% expressed a desire to experience more contemporary dance presentations like the one attended. 86% of all audience members stated they had learned something new about history or culture through the attended program.

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.
Through the Production and New Works Program, the organization is committed to:
 
1) The creation of a exceptionally trained concert dancers and musical theatre artists that possess the technical and theatrical ability to engage and inspire audiences of all backgrounds.
 
2) Developing a diverse repertoire that showcases classical and contemporary works in both concert dance and musical theatre.
 
3) Exploring and producing new perspectives in dance and musical theatre that significantly contribute to the cultural landscape of Central Florida
 
4) Maintaining the highest artistic standards of professional dance and musical theatre.
 
The Production and New Works Program also provides performances, services, and educational offerings that engage diverse, young and underserved audiences. Performances produced through the Program are regularly presented in part or in full for Orange and Seminole Public Schools, with a focus on those with limited arts-education programming.
Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact.

The Production and New Works Program is assessed by formal evaluation at the start, mid-point and close of each timeline established for each work. Evaluations are completed by artistic/administrative leaders in collaboration with each supported artist, and are used to assess and address: achievement of established project goals, program impact, challenges/solutions, budget management, creative management and future project support. Program success is additionally determined through audience surveys and analysis of ticket sales.

 
 
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 the Production and New Works Program is grounded in artistic merit and quality. The organization is a 5-time winner of prestigious competitive awards from the National Endowment for the Arts for Artistic Excellence in dance. 
 
At the end of 2015, the organization produced a full season of dance that included 3 main stage productions and 5 smaller showcases, most with sold-out houses; all events had audience capacities of 85% or higher. Surveys from both local and visiting audience members indicate that 96% were thoroughly satisfied with the production they attended.
 
The Production and New Works Program also partially supports special events and tours.  In 2016 the Program partially funded Moore Dance Project's extended appearance with the Carl Palmer Legacy Band, performing to a sold out house in Miami's Olympia Theatre.  Similar projects are planned for 2016-17. 
 
For detailed reviews:
http://greatnonprofits.org/org/the-center-for-contemporary-dance-inc
Comments
CEO Comments

The budget assigned to Residency Program represents the value of Program benefits, and no actual dollars are exchanged. Educators and administrators donate their time and talent to these programs to maintain their operation; in turn, program participants contribute back to the organization through work-study or class/workshop instruction. One of the primary goals of the organization is to secure ongoing funding for this Program through private donations, grant funding and corporate sponsorship.

Board Chair
Board Chair Mr. Dario J Moore
Company Affiliation The Center for Contemporary Dance, Inc.
Term Jan 2014 to Dec 2016
Board Co-Chair
Board Co-Chair Mr. Craig W Johnson
Company Affiliation The Center for Contemporary Dance, Inc.
Term Start Jan 2014 Dec 2016
Board
Board Members
NameCompany AffiliationsStatusCertificate*
Ms. Pam Coffman The Museum of Art - DeLand, FLVoting
Mr. Craig W Johnson The Center for Contemporary Dance, Inc.Voting
Ms. Kim M Johnson XYMOGENVoting
Dr. Barbara J McLean-Smith Retired school principal for Rio Grande Charter SchoolVotingNo
Mr. Dario J Moore The Center for Contemporary Dance, Inc.Voting
Ms. Davey Spicciati Esq., The Draves Law FirmVoting
*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 2
Board Term Limits 20
Board Ethnicity
Asian American/Pacific Islander 0
Caucasian 3
Hispanic/Latino 0
Native American/American Indian 0
Other 0
Other (if specified) 1 (Mixed-race)
Policies
Written Board Selection Criteria Yes
Written Conflict of Interest Policy Yes
Percentage of Monetary Contributions 30%
Percentage of In-Kind Contributions 100%
Constituency Includes Client Representation Yes
Standing Committees
Standing Committees
Committee Name
Board Development / Board Orientation
Communications / Promotion / Publicity / Public Relations
Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
Finance
Marketing
Strategic Planning / Strategic Direction
Comments
CEO Comments

A key goal of the organization is to develop a diverse, working Board of Directors with the talent and influence required to support the leadership team in enacting a multi-tiered strategy that includes:

>Securing private donations/funding from new supporters
>Contracting a seasoned arts grant writer to research and manage all grant opportunities
>Building relationships with corporate sponsors and community partners
>Developing and refining systems and strategies that ensure growth and long-term stability
>Branding and marketing initiatives that serve to increase student, donor and audience numbers

The Board Development Committee is diligently working to discover new supporters for the organization and its activities are being given top priority by the organization’s leaders for the 2016-17 season.

CEO/Executive Director
CEO/Executive Director Mr. Craig W Johnson
Term Start Jan 2001
Email Craig@TheCenterForDance.org
Experience
Craig W. Johnson has more than 20 years of experience in arts management, arts marketing and event production.  His philosophies in arts administration have been featured in university textbooks (Management and the Arts, 4e., William Byrnes), international magazines (ArtsProfessional, UK) and local newspapers (Orlando Sentinel, FL).  Johnson co-founded The Center for Contemporary Dance and has served as the organization's Executive Director since 2001; Creative Director for U-Turn Dance Company in Washington, DC and Florida (1994-2001); Development Director for The Little Red Theatre in New Jersey (1990-1994).  A graduate of Rollins College, Johnson has served as a consultant for several Florida arts organizations, including Nao Dance Collective, Emotions Dance Company, the Asian Cultural Association, Yow Dance, DRIP and Patelworks Dance Theater.  In partnership with the Orange County Arts Education Center, he is the co-founder of the Florida Dance Education Forum, an organized community of arts educators working to enhance the delivery and availability of dance education at the public school level.  As Executive Director for The Center for Contemporary Dance, Johnson has successfully launched partnerships and completed major projects with more than 50 Florida organizations, including the Orange County Arts Education Center, the Museum of Florida Art, United Arts of Central Florida, Hope CommUnity Center, the Deaf Service Bureau of West Central Florida, the Orlando Public Library System, the Osceola Center for the Arts, Rollins College, Bethune-Cookman University and dozens of public schools throughout Central Florida. 
CEO Salary Range $0 - $50,000
Co-CEO
Co-CEO Mr. Dario J Moore
Term Start Jan 2001
Email dario@thecenterfordance.org
Staff
Number of Full Time Staff 3
Number of Part Time Staff 5
Number of Volunteers 85
Number of Contract Staff 15
Staff Retention Rate 100%
Plans
Organization has Fundraising Plan? No
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 3
Date Strategic Plan Adopted Sept 2015
Management Succession Plan Yes
Organization Policies And Procedures No
Other
Collaborations
National Dance Institute, New York, NY:  2014-present
 
MicheLee Puppets, Orlando, FL:  2015-present
 
Very Special Arts Florida: 2015-present 
 
Winter Park Housing Authority, Winter Park FL:  2010-present
 
Rollins College, Winter Park FL:  2010-present
 
Boys & Girls Clubs of Central Florida, Walt Disney World Branch, Orlando, FL:  2010-present
 
Museum of Florida Art, DeLand FL:  2010-present
 
City of Winter Park, Winter Park FL:  2009-present
 
Dr. Phillips High School, Orlando FL:  2009-present
 
Osceola Center for the Arts, Kissimmee FL:  2009-present
 
Bethune-Cookman University, Daytona Beach FL:  2009
 
Lake-Sumter Community College, Leesburg FL:  2009
 
Maitland Art Center, Maitland FL:  2009
 
Trinity Preparatory School, Winter Park FL:  2008-present
 
City of Tavares, Tavares FL:  2008-present
 
Office of Farmworker Ministry, Apopka FL:  2007-2009
 
Deaf Service Bureau of West Central Florida, New Port Richey FL : 2006-2008
 
Lighthouse Central Florida, Orlando FL:  2006-2008
 
Wayne Densch Performing Arts Center, Sanford, FL:  2006-present
Awards
AwardAwarding OrganizationYear
Arts+ Award for Community OutreachUnited Arts of Central Florida2007
Artist of the YearSeminole County Government2006
Golden Lyre Award - Best Dance GroupWayne Densch Performing Arts Center2008
National Magazine FeatureDance Studio Life Magazine2011
Doris Leeper Award - Received by Artistic Director Dario J. MooreFlorida Alliance for Arts Education2011
Artistic Excellence in DanceNational Endowment for the Arts2010
Artistic Excellence in DanceNational Endowment for the Arts2011
Artistic Excellence in DanceNational Endowment for the Arts2012
Artistic Excellence in DanceNational Endowment for the Arts2014
Artistic Excellence in DanceNational Endowment for the Arts2016
Risk Management Provisions
Risk Management Provisions
Commercial General Liability
CEO Comments

While the organization maintains a highly collaborative spirit where contributions from all team members are encouraged, limited resources necessitate the management of all programs and projects by the organization’s two co-founders, who also serve as artistic and executive director. With their full-time working hours primarily volunteered, the co-founders/directors remain steadfast in their commitment to the organization’s growth and have demonstrated that success does not require access to limitless resources; great achievements can be realized through creative management, collaboration and the harnessing of like-minded supporters of the organization. Even with limited resources the organization continues to:

>Produce history-making professional concerts that reflect the cultural and creative diversity of our community, including groundbreaking works that feature blind and deaf dancers, document African-American history, celebrate Indian culture and integrate the visual and movement arts

>Annually provide 5,000 Title I public school children access to innovative arts-education programs that integrate the dance arts with academic lessons in history, sociology and science

>Annually support 30 aspiring dancers through the Youth Scholarship Program, designed to give talented, underserved youth access to professional training and academic tutoring

>Host the area’s first formal Resident Artist Program, which has supported and mentored 13 of the area’s 15 established contemporary/modern dance companies

>Train dancers for successful entry into some of the most prestigious university dance programs in the nation

The company’s leaders are working to further maximize the organization’s impact and realize that, in order to do so, the following goals must remain top priority:

>Develop a working Board of Directors with the talent and influence required to support the organization in realizing its creative, strategic and financial goals

>Provide fair compensation for the current directors and an additional full-time director who will assist in maximizing the impact and effective management of current programs  

>Secure greater funding from corporate sponsors, private donors and granting agencies; the organization is seeking a qualified Board Member to serve as Director of Development.

>Employ consistent and creative marketing strategies to bring greater community awareness to the organization and its mission; the organization is seeking a qualified Board Member to assist with the implementation of marketing strategies.

The organization’s Fundraising Plan, Marketing Plan, Management Succession Training Plan and Policies and Procedures are continually being refined and adjusted to include a pointed plan for meeting the above goals. 

State Registration Yes
Fiscal Year
Fiscal Year Start Jan 01, 2016
Fiscal Year End Dec 31, 2016
Detailed Financials
Expense Allocations
Fiscal Year201520142013
Program Expense$406,762$411,303$291,153
Administration Expense$0$0$0
Fundraising Expense$0$0$0
Payments to Affiliates$0$0$0
Total Revenue/Total Expenses1.001.021.00
Program Expense/Total Expenses100%100%100%
Fundraising Expense/Contributed Revenue0%0%0%
Assets and Liabilities
Fiscal Year201520142013
Total Assets$70,059$68,338$62,016
Current Assets$2,539$998$4,494
Long-Term Liabilities$40,000$40,000$0
Current Liabilities$0$0$0
Total Net Assets$30,059$28,338$62,016
Top Funding Sources
Fiscal Year201520142013
Top Funding Source & Dollar AmountEarned Revenue $370,473Earned Revenue $326,235Earned Revenue $245,382
Second Highest Funding Source & Dollar AmountFoundations, Corporations and Individuals $38,010Foundations, Corporations and Individuals $51,390Individuals, Foundations, Corporations $20,930
Third Highest Funding Source & Dollar Amount --Other $40,000Special Events $15,986
Solvency
Short Term Solvency
Fiscal Year201520142013
Current Ratio: Current Assets/Current Liabilities------
Long Term Solvency
Fiscal Year201520142013
Long-Term Liabilities/Total Assets57%59%0%
Capital Campaign
Currently in a Capital Campaign? No
Capital Campaign Anticipated in Next 5 Years? Yes
Comments
CEO Comments

The organization's top funding sources include: 

2015-16 Major Contributors 

$1,000 - $4,999
Target Stores
XYMOGEN
United Arts of Central Florida
Private Donor 
 
$5,000 - $9,999
Staples Foundation
Darden Restaurants Foundation

$10,000 +
National Endowment for the Arts
Google Grants
Private Donor
Private Donor
Private Donor 

To ensure financial growth and stability, key elements of the organization’s strategic financial plan involve:

1.) Collaborations with community partners (theatres, universities, fellow arts organizations, etc.) to reduce programming expenses and contribute to audience development.

2..) Ongoing consultation with a non-profit strategist who is assisting the organization to diversify revenue streams and secure additional corporate support, and

3.) The expansion of the organization’s Board of Directors, with new members eager to assist the organization in fulfilling its mission and reaching project goals. Key focus areas include the development of a Strategic Fundraising Plan and further developing the organization’s overall Strategic Plan.

In order to achieve long-term investments in the contemporary dance arts, any and all contact with the public is viewed as both an opportunity to self-promote and a responsibility to educate. Whether the organization schedules post-show dialogues with performers or launches a new funding campaign, these efforts are strategically linked to what is socially, culturally and creatively relevant in the minds of the people. Ultimately, this strategy allows the organization to introduce contemporary dance to the public while setting the stage for an ongoing, mutually-beneficial relationship.

With this concept in hand, the organization is proactively cultivating audiences that support the organization, our industry and Central Florida’s cultural future. For example, The Center for Contemporary Dance purposefully showcases socially and culturally diverse dance works in order to:

1.) Increase the function of dance as a tool for evaluating history, preserving culture and promoting wellness, and

2.) Recruit deeper support from the widest possible audience base by presenting a broad spectrum of culturally identifiable dance works.

In doing so, The Center for Contemporary Dance is cultivating active relationships with the arts in our culture, increasing demand for and support of contemporary dance in Central Florida, and creating greater opportunities for administrative, artistic and organizational growth.

Foundation Comments
Financial figures taken from IRS Form 990EZ.
2011, 2012:  Expenses were reported as only program expenses on the 990.  See financial review for alternate break out.
Organization did not provide audits.
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.