Arts, Culture, and Humanities

Ballet Fantastique

  • Eugene, OR

Mission Statement

Ballet Fantastique reimagines the future of dance—building new dance audiences through contemporary ballet premieres, training the next generation of artists, and inspiring youth through visionary outreach programs.

Main Programs

  1. Academy Programs
  2. Chamber Company Programs
  3. Outreach Programs
Service Areas



Ballet Fantastique serves communities across Lane County through performances, training, and outreach programs.  The professional Ballet Fantastique chamber company tours and offers master classes and residencies throughout the Northwest and internationally.

ruling year


Principal Officer


Hannah Bontrager

Co Principal Officer


Donna Marisa Bontrager



ballet*, dance*, scholarships, education, interactive, music*, collaborations, classical, innovative, support, art*, Eugene, Northwest*, Springfield, Oregon, non-traditional, audiences, performance*

Notes from the Nonprofit

BFan changed its FY from Jan-Dec to Jul-Jun in '11, necessitating the submission of a "short year" 990 shown here on Guidestar. For the most recent full financials, please see: or contact us.

Sign in or create an account to view Form(s) 990 for 2015, 2014 and 2013.
Register now

Also Known As

Ballet Fantastique





Physical Address

960 Oak

Eugene, 97401


Cause Area (NTEE Code)

Dance (A62)

Performing Arts (A60)

Performing Arts Schools (A6E)

IRS Filing Requirement

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

Programs + Results

How does this organization make a difference?


Self-reported by organization

BFan re-imagines the future of dance—building new audiences through contemporary ballet premieres, training the next generation of artists, and inspiring youth through outreach.

**BFan creates and premieres all-original contemporary ballets. Most US ballet companies produce an average of 1 new ballet per year; BFan creates and produces only all-original contemporary ballets (3–5 premieres/yr), including Cinderella as a 60’s rock opera, Pride & Prejudice set in Roaring 20’s Paris, a Wild West spin on Shakespeare’s As You Like It, and “Orion” (set to an orchestral version of Metallica). These unique, accessible new ballets—many with live music—attract and retain remarkably high percentages of new, younger, and nontraditional audiences, including the elusive young professional demographic (18-35). The Company has been heralded “a bold, cross-disciplinary dance company...filled with virtuosos...insanely talented” (Eugene Weekly), “imaginative geniuses” (Portland Monthly Magazine), and “not your grandmother’s Swan Lake” (Register-Guard).
**BFan trains and develops the next generation of dancers. Academy of Ballet Fantastique programs impact the lives of 150+ students/yr: 90% of students served are under age 23; 30% are from families below the poverty line and receive need-based scholarships. Students join Academy programs from as far away as AK, WA, and CA. BFan students win regional and national awards, and opportunities to train in the world’s most prestigious schools.
**BFan provides dance education experiences to under-served youth in under-served areas. BFan’s outreach brings professional dance educators to schools and youth to the theater through in-depth dance experiences. BFan also forges partnerships with youth service organizations to distribute free tickets to youth and hosts free backstage tours and artist Q&As. Participating teachers say that we are the 1st dance educational experience their students have ever had and regularly rate outreach a 9 or 10 (out of 10) for quality and impact. 95% of participating schools, moreover, don’t have PE, music, or art staff; BFan programs accordingly respond to a wider instruction void in music, art, nutrition, and exercise for many youth. BFan’s outreach benefits thousands of Title I students, representing the most continuing and far-reaching dance education effort in our area; current work spans Lane Co., including under-served rural Mapleton, South Lane, and Oak Ridge.


Self-reported by organization

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

Program 1

Academy Programs

-Children's classes and elite pre-professional coaching through our Academy (we also offer scholarships for underprivileged youth, and no qualified young dancer has ever been turned away)


Arts, Culture & Humanities

Population(s) Served

Children and Youth (infants - 19 years.)


Program 2

Chamber Company Programs

Full concert season at the Hult Center through our professional
Chamber Company, plus collaborations and touring throughout the
Northwest with such world-class groups as Eugene Symphony, Oregon
Shakespeare Festival, Oregon Mozart Players, and Trio Voronezh, to name
just a few.  Free Preview Performances, seminars for artists and educators, and Ballet Fantastique's new Open Barre Series target new, nontraditional audiences for dance and break down barriers in access to high-quality dance programming in our area.


Arts, Culture & Humanities

Population(s) Served

General Public/Unspecified


Program 3

Outreach Programs

Ballet Fantastique offers outreach programs both in-school and in-theater.  Programs reach thousands of county residents from all sectors of the community, and bring classical ballet in
innovative and interactive formats to young and non-traditional
audiences for dance.  Wherever possible, schools serving the highest percentages of low-income students receive priority scheduling.



Population(s) Served

Poor/Economically Disadvantaged, Indigent, General


Charting Impact

Self-reported by organization

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

  1. What is the organization aiming to accomplish?
    GOVERNANCE: Ballet Fantastique will position itself for the next period of growth as we become a sustainable mid-sized arts organization. BFan will ensure our long-term viability as a non-profit dance organization empowered to fulfill our important and unique mission.
    FUNDED RESIDENT COMPANY: Ballet Fantastique will achieve Hult Center Resident Company status and will successfully attain (and subsequently, retain) Hult/Silva endowment eligibility.
    INFRASTRUCTURE: As a service business, employees are the single most important asset for executing BFan’s mission. In the next three years, Ballet Fantastique will increase our investment in current staff, increase supports and oversight for interns and volunteers, and add faculty, staff, and personnel as needed to strengthen our organization’s administrative and artistic capacity, including the vital positions of Marketing/Development Director, Development & Communications Associate, and Grant Writer.
    BUILDING COMMUNITY: Ballet Fantastique will continue to grow our awareness of community needs — and respond to these needs.
    MARKETING: Ballet Fantastique will effectively market itself for growth.
    AUDIENCE-BUILDING: Ballet Fantastique will attract and retain a dedicated, engaged, and growing audience for company performances: specifically, BFan will grow season subscriptions, individual ticket sales, and out-of-area ticket sales.
    EXPANDED TOURING PROFILE: Ballet Fantastique will expand our touring profile and increase touring invitations, both nationally and internationally. Specifically, BFan will participate in 2–3 presented performances/year, one international tour/year, and will perform regularly
    in targeted communities outside of Lane County.
    LEADING TRAINING ACADEMY IN THE NORTHWEST: The Academy of Ballet Fantastique will become recognized as a leading training program in the Northwest. Specifically, BFan will build academy enrollment, grow the Summer Intensive Program, grow support programs (e.g., Apprentice/Trainee and Teacher Training Programs), and expand class offerings as needed to meet growing demand.
    OUTREACH: Ballet Fantastique will grow current outreach programs in response to existing need, and initiate other new programs as needed to meet increasing interest.
    DEVELOPMENT & CAPACITY: Ballet Fantastique will ensure that we have a firm foundation for our future by strengthening relations with funders and developing and implementing both short- and long term development strategies. This increase in resources will allow greater operational independence — planning and performing without limitations. BFan will grow our programs and operations budget to $450,000+ annually by the 15–16 fiscal year.
  2. What are the organization's key strategies for making this happen?
    • Continue to have a diverse and active Board of Directors that will provide strong leadership in policy, governance, and fundraising.
    • Regularly evaluate BFan’s ability to meet designated Indicators of Accomplishment on a quarterly basis.
    • Alter strategies and activities as necessary; changes will be documented through approved Strategic Plan revisions and/or Board minutes; committees and work groups will monitor progress and report to the Board on a quarterly basis.
    • Schedule annual Strategic Planning meetings in preparation for the upcoming fiscal year (July 1–June 30), when the Strategic Plan will be amended as necessary. The revised Strategic Plan will be adopted by the Board prior to July 1 annually, and redistributed to all Board and staff members, as well as to key partners and funders.
    • Develop a formal Succession Plan for all key staff positions.
    • Develop and begin to implement a Resource Development Plan, including raising the funds needed for the new staff positions.
    • Annually, beginning July 1, 2013: Prepare for an annual external Financial Audit as required by the Hult/Silva Endowment panel. Ensure that our Guidestar is up to date for transparency.
    • Ongoing: Continue to review bylaws for current relevancy and update as needed (last update December 2012).
    • Set regular faculty, company dancer, and staff meetings schedules to enhance communication among key employee participants as BFan grows.
    • Create a Faculty Handbook; update Company and Academy Handbooks as needed.
  3. What are the organization's capabilities for doing this?
    BFan has a proven history of self-sustainability; it operates within its means, maintains a balanced budget, and boasts a 100% debt-free history. Founded in 2000, BFan grew slowly but steadily until 2010 when a Meyer Memorial Trust grant, community donations, tireless volunteers, and a dedicated staff enabled us to triple our square footage with the opening of the new City Center for Dance—a move that also successfully tripled our budget and programs reach in less than 36 months. Based in the heart of Eugene’s developing downtown Arts & Culture District, BFan now thrives 350 days/yr with the work of creating new choreography, educating young dancers, and fostering cross-disciplinary collaboration. With this expansion, BFan has grown exponentially each year and more than tripled its budget and programs reach in under 3 years.

    BFan’s leadership includes its Board, each member a local arts advocate with a unique professional skill set. Our Advisory Board broadens BFan’s leadership perspective with a national network of experts (including a CPA, attorney, and arts leaders and development mentors). For a list of our qualified professional staff and vibrant intern team, please see our website.

    At this exciting moment of growth into Hult residency, BFan’s management systems include a number of evaluation and accountability measures to ensure continuous improvement and, if needed, to manage/correct budget shortfalls. As a tenacious organization that began its growth at the start of the recession, BFan has a habit of fastidiously triple-thinking risk and involving a team of myriad stakeholders in all major decisions. Indeed, we have institutionalized a robust management and accountability process, with the Board’s highly involved Leadership Committee discussing all major endeavors with staff leadership before they occur and through continuous debriefing (leadership weighs and analyzes formal feedback from volunteers, dancers, participants, staff, etc. after every project). Further, each BFan initiative has its own detailed budget; progress towards revenue goals are tracked and expenditures adjusted accordingly throughout the planning process—not just assessed post-project.
  4. How will they know if they are making progress?
    BFan’s sustainability rests on its fiercely efficient operations, as well as a committed corps of 100+ volunteers and in-kind donations rivaling those of much larger organizations (volunteers contribute 5,000+ hrs/yr; in-kind donations are ~$50,000/yr). Strong, diversified earned income streams also contribute to sustainability and prove program relevance (e.g., classes are 75–100% full; the Company’s last 3 consecutive performances sold out, earning box office revenues exceeding those of companies with twice BFan’s budget; season subscriptions were up 827%—not a typo—from the 10/11 to the 11/12 seasons, and doubled from 12/13 to 13/14.
  5. What have and haven't they accomplished so far?
    Key to its leadership transition and succession planning, BFan has created job descriptions, annual timelines, and a powerful Procedures Manual to codify practices in major areas of development, prospecting, PR, etc. These resources are maintained as a series of organic Google Docs, where they can be continuously revised and updated. Our planning thereby ensures rigorous, evolving institutional memory, if and as key staff and board members transition through the organization. In key artistic positions, new teachers are being mentored in training BFan’s syllabus, and Company dancers who show aptitude are being developed as choreographers. A key area to address in succession planning does exist: BFan’s ability to compensate staff competitively, so that if the need to replace a position should occur, we would be able to do so.

    Given the importance, then, of generating new and additional resources, partnerships, and long-term sustained support, BFan is in the process of finalizing and adopting a detailed RD Plan, including: 1) Increasing earned income (adding performances to the season and Academy classes in response to need; attracting repeat and paid touring invitations); 2) Increasing contributed income through major grant, individual, and corporate funding initiatives (further developing existing relationships and forging new ones on a detailed target leads list); 3) Hiring new key staff, including a Director of Marketing & Development (several grant applications are in process to support this endeavor); and 4) Expanding strong existing partnerships (e.g., Travel Lane County, Non-Profit Management Institute) and initiating new memberships in area networking groups.
Service Areas



Ballet Fantastique serves communities across Lane County through performances, training, and outreach programs.  The professional Ballet Fantastique chamber company tours and offers master classes and residencies throughout the Northwest and internationally.

Social Media


Funding Needs

-Scholarship sponsor or company dancer sponsor (monthly pledge, beginning at just $10/month, goes directly to scholarships for underprivileged, talented young dancers, or to a hardworking professional company artist; your choice) -Passport to Dance funds (goes directly to buying performance tickets for youngsters from families below the poverty line to see Ballet Fantastique's professional performances in the Hult Center) -Experience Dance! Project (goes to funding residencies where dancers work in local Title I schools) -Performance sponsorship (goes to expenses related to developing new high-caliber performances and collaborations)


External Reviews


The review section is powered by Great Nonprofits


Financial information is an important part of gauging the short- and long-term health of the organization.

Fiscal year: Jul 01-Jun 30
Yes, financials were audited by an independent accountant.

Sign in or create an account to view this information


Free: Gain immediate access to the following:
  • Address, phone, website and contact information
  • Forms 990 for 2015, 2014 and 2013
  • Board Chair, Board Co-Chair and Board Members
  • Access to the GuideStar Community
Get all this now for free
Need the ability to download nonprofit data and more advanced search options? Consider a Premium or Pro Search subscription.


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

Ballet Fantastique



Free: Gain immediate access to the following:
  • Address, phone, website and contact information
  • Forms 990 for 2015, 2014 and 2013
  • Board Chair, Board Co-Chair and Board Members
  • Access to the GuideStar Community
Need the ability to download nonprofit data and more advanced search options? Consider a Premium or Pro Search subscription.

Principal Officer

Hannah Bontrager

Co Principal Officer

Donna Marisa Bontrager


Hannah has served as Ballet Fantastique's Executive Director since its inception in 2000. Hannah graduated summa cum laude and phi beta kappa in 2007 from the Robert D. Clark Honors College of the University of Oregon where, as a full scholarship student, she earned concurrent degrees in Dance and English Literature and a minor in Community Arts through the graduate Arts Administration program. Hannah has led a number of successful and innovative educational initiatives for Ballet Fantastique, including the EXPERIENCE DANCE! Project, the Art Together Collaborative, Passport to Dance, and Project DanceREACH. Under Hannah's leadership, Ballet Fantastique has earned touring invitations on behalf of Ballet Fantastique both nationally and internationally; grant awards from major foundations; and tens of thousands of dollars in cash and in-kind corporate and individual support. Hannah has given professional presentations on behalf of Ballet Fantastique for many organizations. She is listed among the international Who's Who Among Executives and Professionals. Hannah also has extensive experience in print and web design, event planning, media relations, and oversees Ballet Fantastique's thriving internship program.

STATEMENT FROM THE Principal Officer

"Dear friends, 

Ballet Fantastique works to create ballet experiences that truly innovate and inspire--be these experiences world-class, all-original contemporary ballet premieres, intensive training classes for serious and dedicated young artists, or inclusive outreach programming for underprivileged kids and audiences.  From our "bold, cross-disciplinary performances" (Eugene Weekly), to our focused and accelerated dance instruction, to our hands-on outreach programs, breaking down barriers to dance is a passion that underscores every facet of our work. 

Thanks to the many folks who invest in us, Ballet Fantastique does a LOT--often with just a little!  We boast tens of thousands of dollars in volunteer service and local in-kind business support, and the investment of many, many forward-thinking leaders in our community and far beyond.  We are re-imagining the future of dance. 

We are so proud of what we do and invite YOU to become involved: experience our Company's knock-your-socks-off concert season at the Hult Center for the Performing Arts, schedule an Outreach event for your school, or come in for a visit!  We'd love to give you a personal tour of our beautiful new downtown City Center for Dance, which opened in September 2010.

As one of novelist-poet Hermann Hesse's characters once said, "So you can't dance? Not at all? Not even one step? How can
you say that you've taken any trouble to live when you won't even dance?" 

Here's to the dance.  

Warm regards,
Hannah Bontrager
Executive Director and Co-Choreographer/Producer
Ballet Fantastique"



Scott South


GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section, which enables organizations and donors to transparently share information about essential board leadership practices. Self-reported by organization



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?



Has the board conducted a formal, written assessment of the chief executive within the past year?



Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year?



Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?



Has the board conducted a formal, written self-assessment of its performance within the past three years?