THEATER ET AL

aka The Chocolate Factory Theater   |   Long Island City, NY   |  www.chocolatefactorytheater.org

Mission

The Chocolate Factory Theater exists to encourage and support performing artists in their process of inquiry. We engage with a community of artists who challenge themselves and, in doing so, challenge us. We believe that by supporting the labor of artists and the public presentation of their work, we contribute to elevating New York City as a thriving and more equitable marketplace of ideas. The Chocolate Factory embraces artistic practice as an integral part of the artist’s whole life, an essential component of the life of our community and a key element of a larger national and international artistic dialogue. As such, we host artists as our equal partners with shared autonomy, trust and appreciation.

Ruling year info

1999

Artistic Director

Brian Rogers

Executive Director

Sheila Lewandowski

Main address

The Chocolate Factory Theater 5-49 49th Avenue

Long Island City, NY 11101 USA

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EIN

13-4038993

NTEE code info

Theater (A65)

IRS filing requirement

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

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Communication

Programs and results

What we aim to solve

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Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Creation and Presentation of Contemporary Performance

The Chocolate Factory provides substantial resources to the artists it supports, offering 24/7 exclusive access to our space and technical equipment for a period of 4-6 weeks. We pay significant commissioning funds ($4,500 - $10,000 in FY19) to all lead artists and a weekly salary ($250-300/wk min.) to all lead artists and performers for residency and performance periods (thus enabling us to provide workers’ compensation, disability and unemployment insurance to every performer in our season). Paying performers as employees is not widely done due to the scarcity of resources but also a lack of understanding of the investment of time and personal funds artists make to create the work that helps make our City a place that people want to live, work and raise their children. A skilled dancer never stops creating, learning or teaching.
In addition to compensating artists for their labor, we provide dedicated production residencies with state of the art lighting, sound and video equipment. We also provide marketing, press, and administrative support; and high-quality multi-camera photo and video documentation of all performances. The fully produced videos of every performance exist on our website for all to watch free of charge. Demographics of the approximately 80,000 substantial viewers indicates a truly global audience.

Population(s) Served

Where we work

Financials

THEATER ET AL
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Operations

The people, governance practices, and partners that make the organization tick.

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Connect with nonprofit leaders

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  • Analyze a variety of pre-calculated financial metrics
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THEATER ET AL

Board of directors
as of 4/1/2019
SOURCE: Self-reported by organization
Board chair

Marcus Hagenbarth

Brian Rogers

Sheila Lewandowski

Marcus Hagenbarth

Diane Eisenstat

Stephen Facey

Jonathan Kratter

Vallejo Gantner

Alton Murray

Mary Torres

Tracy Capune

Ryan Suda

Chris Ajemian

Mary Rose Lloyd

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    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? Yes
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes