Ohio Contemporary Ballet

What it reported doing in 2024

Racial equity goals 1.utilizing our resources to connect with and support dance artists of color. 2.continue to prioritize building a diverse organization. Objectives 1.commission at least one choreographer of color 2.prioritize the hiring of diverse artistic and administrative staff through attending international association for blacks in dance conference and through our international artist exchange initiative strategic plan long term goals 2022-2025 jennifer edwards of better_ (better consulting llc worked with the board to conduct a strategic plan. In that time there were conversations about a name change, revising the mission statement and creating a focus vision on what the company strives to accomplish in the future while touching on point about succession planning. From the strategic plan by jennifer edwards and revised by the executive committee and the producing artistic director four main strategic long-term goals were made to move the success of the company forward. Increase awareness of verb through institutional marketing ocontinue to build and distribute more educational resources, e.g., videos, narrative pieces about works performed by/ made through the company. -develop content strategy for "verbiculture" magazine that primarily focuses on the company and individual works or dancers in support of the overarching brand. -market the diversity of work and talent/ skill building opportunities to attract new dancers. -leverage the company's knowledge of historical works and the role verb plays as a repository of our nation's choreographic treasures. -pair commissioned works with funding opportunities. -roll out a new tagline and name refinement. Develop the board and donor base -develop the board by strategically approaching a shortlist of people in cleveland, akron and throughout the great lakes region to join the board. Ocultivate donors by strategically approaching a shortlist of individuals and businesses in the region to participate in the growth and development of the company through continued financial support at the 25,000 level or higher. Grow community programs -package education classes/ community outreach programs and take them to market both digitally and in person; increase revenue from outreach programs by 30%. -continue to leverage community performances and educational programs to drive awareness, revenue, and funding opportunities. -consider distribution through streaming educational platforms. -grow in-house educational programs (dfe and dfy). -more broadly license currently licensed programs like wiggle words. Prepare the company for the future oright size the budget. Grow from 550,000 to 750,000 in the next two years, with the goal of growing to 1,000,000 in the next four to five years. -promote team development. Increase salaries and hours worked for employees: -director of marketing (increase to full time -dedicated education program outreach manager (increase to at least 30 hours per week -dedicated school manager (increase to 20 hours per week -director of business operations (increase to full time -attract potential new company leadership with curatorial or residency opportunities. -seek individual and/or corporate funding for initiatives to support cultural exchange and equity efforts, such as the international cultural exchange program and the fund for artists of color. -create a convertible black box performance space. -create a succession plan that can be activated when needed for key leadership positions.

Financial Efficiency

• Mission deployment rate: 77.1%; rating input score 77
• Program expense ratio: 82.6%; rating input score 83
• Fundraising efficiency: $9.51 raised per $1 spent on fundraising; rating input score 36; 36th percentile among comparable filings

Transparency & Controls

• Consistency checks: 100%; rating input score 100; 63rd percentile among comparable filings
• Pay-setting controls: Limited
• Foreign activity oversight: Limited
• Grant itemization coverage: Limited
• Major donor itemization: Yes; rating input score 100
• Related-party transparency: Limited

Accountability

• Independent voting board: 100%; rating input score 100; 63rd percentile among comparable filings
• Governance controls: 4 of 8 controls in place; rating input score 50
  • Conflict-of-interest policy: Fail
  • Whistleblower policy: Fail
  • Document-retention policy: Fail
  • CEO compensation review process: NotApplicable
  • Other executive compensation review process: Fail
  • Form 990 shared with the board: Pass
  • Board meeting minutes documented: Pass
  • Audit committee oversight: Pass
  • Independent financial-statement audit: Pass

Sustainability

• Operating margin: 6.6%; rating input score 54; 54th percentile among comparable filings
• Total-asset coverage ratio: 0.42; rating input score 20; 20th percentile among comparable filings
• Liabilities to assets ratio: 0.05; rating input score 52; 52nd percentile among comparable filings
• Officer compensation ratio: 6.6%; rating input score 48; 48th percentile among comparable filings

Growth

• Program expense growth: 5.9% per year; rating input score 100; 47th percentile among comparable filings
• Revenue growth: 4.8% per year; rating input score 100; 43rd percentile among comparable filings
• Asset growth: 8.3% per year; rating input score 100; 53rd percentile among comparable filings