GOLD2024

Dayton Performing Arts Alliance

The Arts Are for Everyone!

aka Dayton Performing Arts Alliance   |   Dayton, OH   |  www.daytonperformingarts.org

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Mission

To be our community's indispensable source for traditional, diverse, and innovative experiences in ballet, opera, and orchestral music.

Ruling year info

1933

Principal Officer

Dr. Patrick J. Nugent

Main address

126 N. Main Street Suite 210

Dayton, OH 45402 USA

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Formerly known as

Dayton Opera Association

Dayton Ballet Association

EIN

31-6000101

NTEE code info

Ballet (A63)

Opera (A6A)

Symphony Orchestras (A69)

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

Helping as many people as possible to fall in love with our three art forms.

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?

Performance seasons of Dayton Ballet, Dayton Opera, and Dayton Philharmonic, plus Education programs

Each year the Dayton Performing Arts Alliance serves over 95,000 persons through its mainstage presentations and another 60,000 children, teachers, and families through its education and outreach programs.

Population(s) Served
Adults
Children and youth

Where we work

Awards

ASCAP Award for programming to advance contemporary composers' works. 2010

American Society of Composers, Authors and Publishers

Award for Excellence in Orchestra Education (K-5) 2005

League of American Orchestras

Affiliations & memberships

League of American Orchestras 1933

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.

Five Aspirations
1. Continue and complete the journey to becoming a single, integrated organization working together for a shared purpose.
2. Shared purpose: Helping as many people as possible to fall in love with our three art forms.
3. The arts are for everyone: put Dayton on the map as the place where this is really true.
4. Listen deliberately and proactively to our customers and constituents.
5. Reflect the community we serve.


Fiscal Imperatives
1. Flip the economic model: budget fundraising and ticket revenue based on previous year's performance, and budget artistic activities within that limit.
2. Establish a disciplined, structured, donor-centered, data-driven program of fundraising, especially major giving.
3. Outperform the budgeted fundraising goal each year, based on data-driven performance goals that have a strategy and a dollar goal for every donor, and plan to reach that goal.
4. Grow artistic activity to follow growth in fundraising , rather than fundraising always chasing artistic activity.
5. Develop three-year artistic and financial plans.
6. Develop, by May 2022, a five- to seven-year vision and strategic framework.

Evolving Priorities
1. The Arts Are for Everyone: $5 tickets, segmented Marketing
2. Listening to our audiences: “new audiences”: Invite, inquire, evolve
3. Extend the Stained Glass model (performances in African-American churches)
4. Geographic spread: perform in communities 20 or more miles to the north and east of Dayton
5. Broaden the scope of education programs to add instrumental instruction to the El Sistema model at Q the Music, and to our general arts education programs
6. Establish a major educational and programmatic presence on the West Side of Dayton, with the explicit aim of helping to dismantle racial barriers endemic to our city and our art forms
7. Establish a chamber music program capable of performing in a wide variety of places and settings.
8. Establish IDEA (inclusion, diversity, equity, and access) as a priority across the organization and as a major feature of our community engagement.


At present: a new president and CEO, a committed board, a restructured senior leadership team, and a newly-formulated Artistic Leadership Team responsible for producing a single, integrated artistic and financial plan

Excellent and growing public, community, and corporate partnerships

Artistic Leadership Team has produced its first integrated artistic plan and is working on the second.

A major new educational and administrative facility is in the planning stages for West Dayton.

Launch of a program of $5 tickets available for all performances.

Increase of corporate support for learning programs.

Process of retraining and restructuring development staffing and practice has begun.

Negotiations are in place for regular major performances in communities 20 or more miles distant from downtown Dayton.

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?

    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

  • 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?

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

Financials

Dayton Performing Arts Alliance
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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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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.

Dayton Performing Arts Alliance

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

Dr Ed Tomme

Beta

Term: 2024 - 2022

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, 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: 10/02/2023

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 employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
Policies and processes
  • 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 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.