PLATINUM2024

VICTORIA THEATRE ASSOCIATION d.b.a. DAYTON LIVE

Your home for arts, culture and entertainment

aka DAYTON LIVE   |   Dayton, OH   |  www.daytonlive.org

Mission

Dayton Live’s mission is to strengthen community engagement in the arts through inspiring performances, educational opportunities, and world class venues.

Ruling year info

1977

President & CEO

Mr. Ty Sutton

Main address

138 N. Main St.

Dayton, OH 45402 USA

Show more contact info

EIN

31-0897638

NTEE code info

Performing Arts Centers (A61)

Professional Societies, Associations (S03)

IRS filing requirement

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

Sign in or create an account to view Form(s) 990 for 2022, 2021 and 2020.
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Communication

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

Dayton Live, is the regions home for arts, culture, and entertainment. While owning and operating the Benjamin and Mariam Schuster Center for the Performing Arts, the Victoria Theatre, the Loft Theatre in the Metropolitan Arts Center, the PNC Arts Annex, and the Arts Garage, Dayton Live welcomes over 400,000 patrons into our venues annually, and is an economic engine in downtown Dayton as one of the largest real estate owners in the city. The presentation of over 300 diverse and relevant programs each year combined with the impact on our local businesses are vital to the region's quality of life, often used for the acquisition and retention of professional talent in the Miami Valley. Our presentations contribute to the economic growth of Downtown Dayton, directly and indirectly supporting 800 full time equivalent local jobs and numerous local businesses. We depend on the generosity of our patrons and numerous stakeholders to fulfill our mission and celebrate our community.

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?

Dayton Live brings people together as the region's home for arts, culture and entertainment.

Victoria Theatre Association d.b.a. Dayton Live, is the regions home for arts, culture, and entertainment. An economic engine in downtown Dayton, Dayton Live is responsible for an economic impact of over $24M annually. While owning and operating the Benjamin and Mariam Schuster Center for the Performing Arts, the Victoria Theatre, the Loft Theatre in the Metropolitan Arts Center, the PNC Arts Annex, and the Arts Garage, Dayton Live welcomes over 400,000 patrons from a 14-county radius into our venues annually. For more than 150 years the theatres in downtown Dayton have been a familiar gathering place for generations, experiencing the arts and contributing to the quality of life. Each year Dayton Live presents over 300 performances as part of the Broadway Series, Family Series, Discovery Series, Star Attractions, Music Series and National Geographic Live Series, presents education programs, and is home to multiple resident companies.

Population(s) Served
Adults
Children and youth

Where we work

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Number of free participants on field trips

This metric is no longer tracked.
Totals By Year
Population(s) Served

Children and youth

Related Program

Dayton Live brings people together as the region's home for arts, culture and entertainment.

Type of Metric

Output - describing our activities and reach

Direction of Success

Holding steady

Context Notes

Due to the Covid 19 closure, Dayton Live adapted to fulfill it's mission by presenting the Discovery Series virtually, reaching 81,286 participants in 3,974 classrooms from 662 schools free of charge.

Total number of performances

This metric is no longer tracked.
Totals By Year
Population(s) Served

Adults, Children and youth

Related Program

Dayton Live brings people together as the region's home for arts, culture and entertainment.

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

This number represents all performances from our fiscal year of July 1, 2021 - June 30, 2022. No performances were held in the months preceding August of 2021.

Hours arts space has been rented

This metric is no longer tracked.
Totals By Year
Population(s) Served

Adults, Children and youth

Related Program

Dayton Live brings people together as the region's home for arts, culture and entertainment.

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

This number represents Fiscal Year 22, which is from July 1, 2021- June 30 2022.

Total number of paid admissions

This metric is no longer tracked.
Totals By Year
Population(s) Served

Adults, Children and youth

Related Program

Dayton Live brings people together as the region's home for arts, culture and entertainment.

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

This number represents only Dayton Live presentations. Not included are attendance numbers from resident companies. This number will be readjusted at the conclusion of the fiscal year.

Average dollar price for performance tickets

This metric is no longer tracked.
Totals By Year
Population(s) Served

Adults, Children and youth

Related Program

Dayton Live brings people together as the region's home for arts, culture and entertainment.

Type of Metric

Other - describing something else

Direction of Success

Holding steady

Context Notes

This number represents the average price of shows across multiple series. Prices vary per show, series, and seating.

Total number of paid seats filled for performances

This metric is no longer tracked.
Totals By Year
Related Program

Dayton Live brings people together as the region's home for arts, culture and entertainment.

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

Victoria Theatre Association d.b.a. Dayton Live's mission is to strengthen community engagement in the arts through inspiring performances, educational opportunities, and world class venues. Our vision to elevate a thriving downtown experience as the primary host and presenter for performing arts in the region is realized by presenting world class entertainment while operating and maintaining the Schuster Center for the Performing Arts, Victoria Theatre, Metropolitan Arts Center, PNC Arts Annex and the Arts Garage. We will continue to present culturally relevant programming that is accessible to all and activate our spaces to meet the needs of our community. Each year Dayton Live presents over 300 performances, welcoming over 400,000 patrons as part of the Broadway Series, Family Series, Discovery Series, Star Attractions, Music Series and National Geographic Live Series, while providing our ticketing service for our resident companies, the Dayton Performing Arts Alliance, The Human Race Theatre Company and Muse Machine. Our new Community Spotlight initiative provides rehearsal and performance spaces at a deeply discounted rate for small arts organizations and is highlighted by the Dayton Dance Initiative, becoming our first resident company in the PNC Arts Annex.
The Dayton Live Education & Engagement staff continues to host Saturday education classes, Broadway intensive classes, master classes, sensory friendly programming, summer camps, the Teen Ushers & Ambassadors program, and informational events including Background on Broadway (pre-show discussions), Bagels and Broadway (patrons learn the logistics of a Broadway tour while crews set up), and our Teachers’ Lounge. We are currently developing a pilot program for preschools, engaging the arts to better prepare children for kindergarten. Our staff welcomes back the Miami Valley High School Theatre Awards, a production to recognize and celebrate outstanding achievements of our local high school theatre programs, sending two deserving students to the Jimmy awards in New York City.
Dayton Live has reopened its facilities that were shuttered due to the pandemic and has several immediate objectives. Our Equity, Diversity, Inclusion and Accessibility (EDIA) committee will guide us in both our hiring process and our programming as we continue to rebuild a staff that was reduced by 80% during the pandemic. Newly developed onboarding classes will acquaint new staff to the organization and to the inclusive culture we are building within it. We continue to rebuild our donor and sponsor base and look for new corporate and foundation support to maintain our mission and our imminent capital projects. Dayton Live continues to find the most efficient and relevant ways to reach target audiences and expand to others, anticipating the coming season to fulfill our mission in creative new ways that will engage our community and support our economy.


Dayton Live's Strategic Plan contains four main focus areas: Leadership, Brand Awareness and Technology, Revenue Creation and People and Culture. We are dedicated to displaying the leadership needed as the area's largest arts organization, presenting over 55% of the regions live performances. Maximizing our capacity to present in our performing arts venues will generate revenue, grow our donor and patron family, attract corporate sponsorship, ensure creative community programs, attract foundation support, and provide spaces for diverse and accessible programming that is artistically relevant and commercially viable. Our all-encompassing brand shares who we are while fostering an identity for each venue, providing easy access to our presentations at daytonlive.org. The staff and volunteers of Dayton Live are dedicated to creating memorable experiences for those visiting our facilities. We continue to be recognized as vital contributors to the quality of life of our region, and we strive to be a fiscally responsible, responsive, relevant, and professional organization.

Dayton Live is a Not-for-Profit presenting organization that manages five performing arts spaces in downtown Dayton. The ongoing support of sponsors, stakeholders, government grants, foundation grants, and ticket buyers all combine to ensure that our presentations, partnerships, and educational programming continues. We are committed to fiscal responsibility and develop program budgets accordingly to meet and exceed financial goals set for programs and performances. Our Board of Trustees, Finance and Endowment Committee meets with staff quarterly to review these budgets and assist reviewing our programming and revenue expectations. An annual audit is conducted to ensure effective fiscal oversight of the organization.
Our current annual budget reflects the immediate effects of Covid-19 on our organization and our recovery efforts. The lack of earned revenue due to the closure caused difficult fiscal decisions. A combination of generous donations, work with local businesses and grants provided the necessary funds to remain solvent during the closure. While the pandemic was devastating to the arts sector, our leadership used this time to work with utility companies and state and local governments to maximize energy efficiency and minimize our annual tax liability.
Despite these unforeseen challenges our business model remains the same. We plan to maximize revenue by presenting engaging and relevant programming. This earned income is realized from ticket sales, parking fees, event rentals, performance space rentals and our centralized ticketing service, which serves both Dayton Live presentations and the programming of other organizations in our spaces. We aim to quantitatively maximize the use of our spaces for performances and the community, expecting to attract new audiences in the process. We continue to cultivate relationships with our donors and are grateful for those contributions as we continue to grow that base. Dayton Live is continuing to reach out into our community to find new, relevant partnerships that fulfill our mission. Our organization is engaging new corporate sponsors as we look to expand our potential in the immediate and long-term. New opportunities are being sought with private and government foundations to find common ground in our programming and community initiatives. We will engage and celebrate our community while looking to these sources to properly maintain our venues as capital needs present themselves. The Dayton Live staff has gone above and beyond to keep the organization functioning and our rebuilding process has focused on diversifying our staff to better reflect and connect to our community.

Dayton Live has emerged from the pandemic as healthy and relevant as the organization has been in it's history. A focus on rebuilding the staff that was reduced by 90% has reinvented the workforce and has brought a new level of energy and creativity. The ability to once again present world class programming has led to record attendance, with shows that are culturally relevant and accessible to everyone in our community. Our staff is working to find new, creative ways to maximize our community outreach and impact and we continue to seek partners in the community. Our new Community Spotlight program subsidizes budding new arts organizations, providing professional rehearsal and performance spaces, highlighted by the Dayton Dance Initiative who will remain as the first resident company of the PNC Arts Annex. While earned revenue accounts for 80% of our expenses, we depend on the generosity of foundations, governments, sponsors, and individual contributions to maintain our business model, ensure our mission is fulfilled. We are working to expand our sponsorship opportunities, reconnect with our stakeholders and expand our base after the pandemic and foster new foundation relationships. Dayton Live continues to celebrate and represent our community while maintaining world-class performance venues.

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We shared information about our current feedback practices.
  • How is your organization using feedback from the people you serve?

  • Which of the following feedback practices does your organization routinely carry out?

  • What challenges does the organization face when collecting feedback?

Financials

VICTORIA THEATRE ASSOCIATION d.b.a. DAYTON LIVE
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Operations

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

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Connect with nonprofit leaders

Subscribe

Build relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.

  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.

VICTORIA THEATRE ASSOCIATION d.b.a. DAYTON LIVE

Board of directors
as of 04/12/2024
SOURCE: Self-reported by organization
Board chair

Mr. Dave Dickerson

President, Business Development at Miller Valentine

Term: 2022 - 2024

Chris Wyse

President & COO, Projects Unlimited

Dave Dickerson

Partner/Dayton Market President, Miller Valentine Group

Albert Leland

Community Volunteer

David McGillivary

Tax Senior Manager, Brixey & Meyer

Marla Schuster Nissan

Attorney/Legal Recruiter, Alan Roberts & Associates

Erin Davis

Attorney/Taft Stettinius & Hollister LLP

Kurt Knapke

VP Solution Strategy, Emerson

Rodney Veal

Sinclair Community College / ThinkTV

Terra Williams

Director, Health Promotion, Montgomery Co. Public Health

Kamna Gupta

Director of Training, Winsupply Inc.

Jon Hale

Vice President Wealth Management, The Hale Group at Morgan Stanley

Casey Ott

Global Commodity Leader, GE Aviation

Rick Peters

CEO, Tangram Flex

Dwight Dewberry

Vice President & Marketing Manager, PNC Organizational Financial Wellness

Sally Berry

MBA Director, University of Dayton

Diane Pleiman

President Premier Physician Network

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 ? No
  • 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? No
  • 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? No

Organizational demographics

SOURCE: Self-reported; last updated 1/22/2024

Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.

Leadership

The organization's leader identifies as:

Race & ethnicity
White/Caucasian/European
Gender identity
Male, Not transgender
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation

Disability

Equity strategies

Last updated: 03/17/2022

GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more

Data
  • We review compensation data across the organization (and by staff levels) to identify disparities by race.
  • We ask team members to identify racial disparities in their programs and / or portfolios.
  • We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
  • We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
  • We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
  • We disaggregate data by demographics, including race, in every policy and program measured.
  • We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
Policies and processes
  • We use a vetting process to identify vendors and partners that share our commitment to race equity.
  • We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • We have community representation at the board level, either on the board itself or through a community advisory board.
  • We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
  • We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team.
  • We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.