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Dr. Phillips Center for the Performing Arts Organization Name provided in the GuideStar Exchange* as of 02/27/2015: Dr. Phillips Center for the Performing Arts

Organization Name as listed in the IRS Business Master File as of 02/09/2015: DR PHILLIPS CENTER FOR THE PERFORMING ARTS INC

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AKA  Orlando Performing Arts Center Corporation
Orlando, FL
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GuideStar Summary

&1002; GuideStar Exchange Committed to transparency ?
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&1002; Registered with IRS Legitimacy information is available
&1002; Financial Data Annual Revenue and Expense data reported
&1002; Forms 990 2013, 2012, and 2011 Forms 990 filed with the IRS
&1002; Mission Objectives Mission Statement is available
&1002; Impact Summary Impact Summary from the nonprofit and Charting Impact Report are available
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Basic Organization Information

Dr. Phillips Center for the Performing Arts Organization Name provided in the GuideStar Exchange* as of 02/27/2015: Dr. Phillips Center for the Performing Arts

Organization Name as listed in the IRS Business Master File as of 02/09/2015: DR PHILLIPS CENTER FOR THE PERFORMING ARTS INC

* The GuideStar Exchange allows nonprofits to regularly update key information directly to GuideStar. It provides richer and broader information about their programs, impact, finances, people and more.
Also Known As: Orlando Performing Arts Center Corporation
Physical Address: Orlando, FL 32801 
EIN: 20-0695917
Web URL: www.drphillipscenter.org/ 
NTEE Category: A Arts, Culture, and Humanities
A61 Performing Arts Centers
B Educational Institutions
B20 Elementary, Secondary Ed
S Community Improvement, Capacity Building
S20 Community, Neighborhood Development, Improvement
Ruling Year: 2005 


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Mission Statement

To be an inspirational, creative place where people love to be and where people love to work.

Legitimacy Information

This organization is registered with the IRS.

This organization is required to file an IRS Form 990 or 990-EZ.

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Annual Revenue & Expenses

(GuideStar Exchange,
The GuideStar Exchange allows nonprofits to regularly update key information directly to GuideStar. It provides richer and broader information about their programs, impact, finances, people and more.
February 2015)

Fiscal Year Starting: July 01, 2014
Fiscal Year Ending: June 30, 2015

Total Revenue --
Total Expenses --

Revenue & Expenses

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Balance Sheet (IRS Form 990)

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Forms 990 Received from the IRS Additional Information
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Forms 990 Provided by the Nonprofit

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Financial Statements

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Annual Reports

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Leadership

(GuideStar Exchange,
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February 2015)

Ms. Katherine Ramsberger

Term:

Since Oct 2004

Profile:

Ramsberger has over twenty years of leadership experience working with corporations, entrepreneurial companies, and philanthropic organizations. In these roles, her responsibility has been to develop and execute complex programs founded in effective corporate alliances, strong financial management, creative problem solving, dynamic brand development, team creation and management, and operational leadership. Her business skills include strategic positioning and implementation of business, communications and marketing plans involving corporate and government organizations.

Leadership Statement:

Bringing the finest in the performing arts to the people of Central Florida, bringing all our students to the performing arts, and bringing our performing artists together: Those goals are paramount in the drive to build the Dr. Phillips Center. The art center offers dramatically improved performance experiences for Central Florida artists and audiences. Artists will be nourished by working in a state-of-the-art setting that offers bountiful rehearsal and performance spaces. The Dr. Phillips Center has programming that reflects the community, including a mixture of grassroots, professional, and touring arts and entertainment. Artists representing all kinds of music, dance, opera, theater, spoken word, and beyond will have a home and a voice here. In addition, the Dr. Phillips Center will greatly enhance arts-education programs in Central Florida and help schools ensure that students are exposed to learning through the arts.

Board Chair (GuideStar Exchange,
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February 2015)

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Board Co-Chair

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Board of Directors (GuideStar Exchange,
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February 2015)

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Board Leadership Practices (GuideStar Exchange,
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February 2015)
?

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section, which enables organizations and donors to transparently share information about essential board leadership practices.

Board Orientation & Education ?
Why does this matter? Without clarity around their responsibilities and expectations, board members are not positioned to succeed. They may find themselves challenged to fulfill their governance responsibilities or frustrated by the expectations that the organization has set for them. BoardSource recommends that every new board member participate in a formal orientation process, and that all board members sign a pledge or agreement committing to their board service and to all of the responsibilities and expectations that come with service. Ideally, board members also should participate in a formal governance training program prior to serving on a board.

Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations?
Response Not Provided
CEO Oversight ?
Why does this matter? Oversight and management of the chief executive is one of the board’s most important legal responsibilities. The CEO or executive director is the board's single employee, and - just like any other employer/employee relationship - regular and written assessment is critical to ensuring that the chief executive and board are communicating openly about goals and performance. BoardSource recommends that boards conduct formal, written reviews of their chief executives on an annual basis, which should include an in-person discussion with the chief executive and distribution of the written evaluation to the full board.

Has the board conducted a formal, written assessment of the chief executive within the past year?
Response Not Provided
Ethics & Transparency ?
Why does this matter? A commitment to handling conflicts of interests is essential to creating an organizational culture of transparency. Boards should create and follow a policy for identifying and handling conflicts of interest, whether real or perceived. BoardSource recommends that organizations review the conflict-of-interest statement and require signed disclosures from all board members and senior staff on an annual basis.

Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements within the past year?
Response Not Provided
Board Composition ?
Why does this matter? The best boards are composed of individuals who bring a variety of skills, perspectives, backgrounds, and resources to tackle the complex and strategic challenges confronting their organizations. BoardSource recommends that boards commit to diversity and inclusion by establishing written policies and practices, which include strategic and intentional recruitment of diverse board members, continual commitment to inclusivity, and equal access to board leadership opportunities.

Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?
Response Not Provided
Board Performance ?
Why does this matter? Boards need to regularly assess their own performance. Doing so ensures that they are being intentional about how they govern their organization, which is a critical component of effective board leadership. BoardSource recommends that a board conduct a self-assessment of its performance a minimum of once every three years to ensure that it is staying on track with its roles and responsibilities.

Has the board conducted a formal, written self-assessment of its performance within the past three years?
Response Not Provided

Officers for Fiscal Year (IRS Form 990)

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Highest Paid Employees & Their Compensation (IRS Form 990)

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People information was last updated by the nonprofit in February 2015

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Programs

Program: Programming (GuideStar Exchange,
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February 2015)

Budget:
--
Category:
Arts, Culture & Humanities, General/Other
Population Served:
General Public/Unspecified
Poor/Economically Disadvantaged, Indigent, General
Aging/Elderly/Senior Citizens

Program Description:

The Dr. Phillips Center will create programming that reflects the community, including a mixture of grassroots, professional and touring arts and entertainment. Artists representing all kinds of music, dance, opera, theater, spoken word, and beyond will have a home and a voice here. The new state of art Dr. Phillips Center for the Performing Arts remains committed to creating its reputation as a ""World Class"" performing arts venue and facility. With our brand new facility and a strong focus on educating learners of all ages through our programming, school for the arts, lectures, collaborative projects, educational opportunities and residencies, the Dr. Phillips Center aims to expose patrons, community members and learners of all ages, cultural backgrounds and income levels to the arts and arts education.

Program Long-Term Success:

The art centers productions will strive to bring the community together for live, thrilling experiences. Each program and performance is unique and has the opportunity to capture the audience. Long-term success will be determined by the art center's ability to expand and build the Central Florida audience through a year-round schedule, adding more performances and programming, and/or creating additional similar series for free Seneff Arts Plaza events.

Program Short-Term Success:

Short-term success is measured by several factors, including shows capacity, overall attendance, and single ticket revenue figures.

Program Success Monitored by:

The art center will use ticket sales and a contact management database to track all financial and attendance figures, and to analyze audience growth over both short and long term periods.

Program Success Examples:

We had our grand opening (3 week celebration) events - which included 12 free ticketed events, 13 performances, over 25,000 guests, 18 sponsors, and 500 local artists. So far, we have seen a 43% increase in new Broadway Subscribers and a 25% increase from the previous season. We have had over 730 Jazz Roots Subscribers, we assumed operations of the Bob Carr Theater, we have had over 70 performances/events in 2 months, and have had over 108,000 performance guests.

Program: Arts Education (GuideStar Exchange,
The GuideStar Exchange allows nonprofits to regularly update key information directly to GuideStar. It provides richer and broader information about their programs, impact, finances, people and more.
February 2015)

Budget:
--
Category:
Arts, Culture & Humanities, General/Other
Population Served:
Children and Youth (infants - 19 years.)
General Public/Unspecified
Poor/Economically Disadvantaged, Indigent, General

Program Description:

Our arts education program enriches the lives of students of all ages. It offers advanced training, performance-based education, professional development and teacher training; partnerships with Central Florida schools, arts groups and after-school programs; and virtual and distance learning.

Program Long-Term Success:

The art center has some educational programming performances slated for spring 2014. The art centers arts education long term goal is to develop the program in to a dynamic program that will enhance schools' curriculum.Currently, the arts education program staff has decided to focus on these areas. * Artist in Residency Program (Introductory & Master classes)* Professional Development * Speakers Bureau * Dr. Phillips Center Engagement Series * Summer Camp and Class options * Broadway Education Programs * Arts and Wellness The overall goal of the arts education program will provide a powerful connection to learning and literacy that bridges a path for every student/ child and every learning style to creative, academic, and personal growth.

Program Short-Term Success:

Student attendance and participation is being tracked. Some of the programs will require a commitment of time; e.g., one or two years, in the program. Student and teacher/adult immediate feedback will also be a measure of short term success.

Program Success Monitored by:

The arts education program will be monitored by the number of participants in the programs, teacher surveys, student/child surveys, completion of art projects. Benchmarks will be established during the first year.

Program Success Examples:

We have started a 3-year partnership with the Orlando Science Center and the PNC Foundation to combine arts and science integration at Washington Shores at Head Start and at Nap Ford Charter School. We have 32 Teen Ambassadors from 6 counties and from 20 schools. We have 20+ high schools and 1,400 students and educators participating in the Applause Awards, 25 school of arts spring semester classes for ages 3-103, and we established the Arts for Every Life Scholarship Fund.
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Impact Summary from the Nonprofit Additional Information
A Charting Impact Report consists of an organization’s responses to the five questions. Helping validate this self-reported data are three reviews. Once an organization has used the online interface to complete its report, its responses will produce a document with a unique URL that will be shared on this website, on your GuideStar profile, on the reports of charities participating in BBB Wise Giving Alliance evaluations, and – in the future – with other websites and information sources about nonprofits. We encourage organizations to use this URL to share their report on their own website and through their own media channels. Participants will receive guidance about promoting their Charting Impact Report, along with other benefits, once they publish their report.

Our top 4 accomplishments from this past year are:1- We Are On! We officially opened on November 6th. 2 - We established our spring 2015 Semester of art education classes. We announced 3 core themes: dance, music and theater with a total of 25 classes offered weekly.Dance includes jazz, tap, contemporary, movement, and wellness. Music includes Yamaha Music, vocal music, rock band, theory, and instrumental. Theater includes theater arts and musical theater. 3 - We announced our 2014-2015 programming schedule: with a variety of genres ranging from school and family series programming, Broadway, Jazz Roots, to free plaza concerts. 4 - We started a scholarship fund, called Arts For Every Life Fund, for Title I schools to attend school series shows, and for families/individuals who need assistance attending a semester of art education classes. Our future goals are as follows:1 - Build our endowment. We have made a commitment to raise a $25M endowment within 5 years of opening. 2 - Arts education, programming and engagement activities. 3 - Stage 2 of the capital campaign. We will raise funds for the last theater; the 1,700 seat- amplified theater. We anticipate completing all construction in 2019.
For more in-depth information about this organization's impact, view their Charting Impact Report.
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