THE BALLET THEATRE OF MARYLAND INCORPORATED

Dance... a language more powerful than words.

aka BTM   |   Annapolis, MD   |  www.balletmaryland.org

Mission

Ballet Theatre of Maryland's mission is to provide Maryland with a fully professional ballet company and training academy that meets the aesthetic and recreational needs of Maryland through expressive movement by:
• Performing known and original classical and contemporary works of artistic integrity;
• Creating new eclectic works that express both American and Maryland culture;
• Educating the community by providing a complete training program as well as other services that make the ballet more accessible to the underserved;
• Preserving the tradition of the classical form, while promoting the continual evolution of dance as an art.

Ruling year info

1991

Artistic Diretor

Ms. Nicole Kelsch

Main address

801 Chase Street Ste 300

Annapolis, MD 21401 USA

Show more contact info

Formerly known as

Ballet Theatre of Annapolis

EIN

52-1151372

NTEE code info

Ballet (A63)

Performing Arts (A60)

Arts Education/Schools (A25)

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?

Classical and Contemporary Dance Performances and Training

Ballet Theatre of Maryland is the only premier
professional ballet company that expresses Maryland’s unique voice through
movement, through productions such as Annapolis Anthologies in Annapolis, Pirates of the
Chesapeake in
Bowie, or Specters, Phantoms, and Poe in Baltimore. BTM provides Maryland with rich
traditional and innovative programs that entertain, inspire, and enlighten
through a language more powerful than words – the language of classical and
contemporary American dance.

Population(s) Served

Where we work

Awards

Individual Artist Award - Choreography 2009

Maryland State Arts Council

Our results

SOURCE: Self-reported by organization

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

Average dollar price for performance tickets

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

Social and economic status

Related Program

Classical and Contemporary Dance Performances and Training

Type of Metric

Other - describing something else

Direction of Success

Decreasing

Our Sustainable Development Goals

SOURCE: Self-reported by organization

Learn more about Sustainable Development Goals.

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.

An immediate initiative should be proactive dialogue with Maryland Hall to secure and guarantee the longevity of the school relationship with MH, while potentially enabling BMT to pursue and secure ideal and consistent performance space.

A CRM solution is critical next step to institute for coordination of supporters, for solicitation of donors, management of volunteers, partitioning of the school community data, and enabling development of a database that reflects the arts community at large. This is critical infrastructure to support the BTM efforts to broaden their appeal within the arts community at large.

BTM intends to continue to improve their financial position by solidifying all revenue streams including grants, ticket sales, tuition, individual donors, and corporate sponsors. To power this evolution, additional paid staffing, more dedicated volunteers, and additional board members with specific skills are needed. Board leadership needs to be recruited and cultivated.

Despite the past and current challenges that BTM faces moving into this new decade, the board feels strongly that by following this strategic plan and supporting the organization's new leadership, bigger, better, and bolder times await.

BTM seeks responsible, sustainable growth, while seeking to increase pay for employees and provide the best performance and educational opportunities for all we serve.

With nearly a half century legacy , The Ballet Theatre of Maryland has a long-standing reputation
of quality in both its dance productions and education of beginner through professional dancers.

BTM is poised nicely to change trajectories and grow in exciting ways with the new energy and
momentum stemming from the hiring of Director, Nicole Kelsch.

BTM’s response to the COVID-19 Pandemic smartly deflected the worst economic effects
suffered by many arts organizations. BTM accomplished this by strategic use of the government
PPP funds, creation of a mobile outdoor dance floor, and by finding new performance venues. By
keeping operational throughout the Pandemic, BTM is in a better financial position heading into
2021.

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 demonstrated a willingness to learn more by reviewing resources about feedback practice.
done We shared information about our current feedback practices.
  • Who are the people you serve with your mission?

    Ballet Theatre of Maryland strives to serve all of Maryland's communities statewide. While based and conducting operations from Annapolis in Anne Arundel County, BTM regularly tours and provides programing from Ocean City to Garrett County, from DC to the Pennsylvania border. Through our ongoing partnerships, BTM seeks to provide regular performances to diverse communities across the state of Maryland.

  • How is your organization collecting feedback from the people you serve?

    SMS text surveys, Electronic surveys (by email, tablet, etc.), Paper surveys, Focus groups or interviews (by phone or in person), Suggestion box/email,

  • How is your organization using feedback from the people you serve?

    To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals,

  • With whom is the organization sharing feedback?

    The people we serve, Our staff, Our board, Our funders, Our community partners,

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

    We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We tell the people who gave us feedback how we acted on their feedback, We ask the people who gave us feedback how well they think we responded,

  • What challenges does the organization face when collecting feedback?

    We don't have any major challenges to collecting feedback,

Financials

THE BALLET THEATRE OF MARYLAND INCORPORATED
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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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lock

Connect with nonprofit leaders

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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.

THE BALLET THEATRE OF MARYLAND INCORPORATED

Board of directors
as of 01/18/2022
SOURCE: Self-reported by organization
Board chair

Mr. Ted Atsinger

GreyTek

Term: 2019 - 2022

Albert Kessler

Pearson

Gail Deutsch

Walters Art Museum

Robert Sutton

M&T Bank

Carl Seitz

Nate Halverson

Katlynn Ray

Michelle Walker

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

Organizational demographics

SOURCE: Self-reported; last updated 11/20/2021

Who works and leads organizations that serve our diverse communities? GuideStar partnered on this section with CHANGE Philanthropy and Equity in the Center.

Leadership

The organization's leader identifies as:

Gender identity
Female

Race & ethnicity

No data

Gender identity

No data

 

No data

Sexual orientation

No data

Disability

No data

Equity strategies

Last updated: 11/20/2021

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.