PLATINUM2024

Manassas Performing Arts, Inc.

aka MBT, Manassas Ballet Theatre   |   Manassas, VA   |  http://manassasballet.org

Mission

It is the mission of Manassas Ballet Theatre to improve the quality of life in the Manassas, Prince William County and Northern Virginia Region through the art of ballet. We accomplish this by providing accessible and affordable cultural arts performances, by offering free performances to public school children in our community and by providing the highest level of training to professional and college track dancers.

Ruling year info

1984

Executive Director

Mr. Mark Wolfe

Main address

9004 Mathis Ave

Manassas, VA 20110 USA

Show more contact info

EIN

54-1244590

NTEE code info

Dance (A62)

Ballet (A63)

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

SOURCE: Self-reported by organization

Improving the quality of life in 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?

Public performances

Public performances: A full season of four productions, each accompanied by our own Symphony Orchestra. Our Nutcracker presentations are annually the best attended performing arts event in Northern Virginia.

Population(s) Served
Adults

Providing a first hand, culturally broadening exposure to world class performing arts to over 7,000 schoolchildren in our community, free of charge to the students and their schools.

Population(s) Served
Children and youth

Providing the highest caliber of ballet training to select students who aspire to study ballet in college or who planon a professional careeer.

Population(s) Served
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.

Total number of paid admissions

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

Adults, Veterans

Related Program

Public performances

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Holding steady

Context Notes

This metric reflects the support of MBT within our service area and is a key indicator of the financial health of MBT.

Number of professional artists employed

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

Adults

Related Program

Public performances

Type of Metric

Input - describing resources we use

Direction of Success

Increasing

Context Notes

Number includes dancers, musicians and support artists such as scenic designer, lighting designer, choreographer, etc.

Total number of audience members

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

Adults, Children and youth, Veterans

Related Program

Public performances

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

Measures overall reach of MBT programming into our community.

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.

To become a nationally recognized regional ballet company.
To have a significant positive impact on the quality of lie and economic development in Northern Virginia.
To help develop well training, balanced dancers at the professional and collegiate level.

The ongoing strategies of MBT include:

-continuing the growth of attendees/% seats filled at public performances.
-increase number of public performances at Hylton Performing Arts Center from 25.
-continued development of touring opportunities.
-maintain the professional company at 25 dancers.
-continually improve the caliber of our dancers and our production values.
-increase number of attendees at Education Outreach program to 10,000,
-continue improvement in quality of performances (costumes, sets, lighting, etc.)
-continue to be the best value within the DMV region for the professional cultural arts $.

MBT's capabilities include:
-a company of 25 professional dancers.
-a professional orchestra that provides live accompaniment.
-being the resident ballet company at the world class Hylton Performing arts Center.
-a small but growing administrative/support staff.

In FY18 MBT's progress will include:
-having 22 public performances at the Hylton
-exceeding $1,000,000 gross revenue.
-growing the Educational Outreach program in number of attendees and geographic scope.
-continuing to provide an ever higher quality of production value in our performances.

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

    To identify and remedy poor client service experiences, 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

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

    We collect feedback from the people we serve at least annually, 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 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

  • What challenges does the organization face when collecting feedback?

    It is difficult to get the people we serve to respond to requests for feedback, It is difficult to get honest feedback from the people we serve

Financials

Manassas Performing Arts, Inc.
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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.

Manassas Performing Arts, Inc.

Board of directors
as of 01/18/2024
SOURCE: Self-reported by organization
Board chair

Mr. Mark OLsen

Mike Riley

USMC Retired

Amy Wolfe

MBT

David Ebeecke

Ebeecke Physical Therapy

John Foote

Attorney

Susan Benninghoff

Banker

Sam Hill

NoVa CC

Mark Olson

OTL

Bennett Whitlock

Ameriprise

Richard Raskin

Lockheed

John Foote

Attorney

Rick Raskin

American Legion

Ken Shepherd

Miller Toyota

JeanMarie Kompathy

NCLUA

Steven Mitchell

BAE Systems

Sarah Morris

Phoenix Fitness

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 1/18/2024

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

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation

No data

Disability

No data

Equity strategies

Last updated: 10/27/2020

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 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 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.