Arts, Culture, and Humanities

Houston Ballet Foundation

aka Houston Ballet

Houston, TX

Mission

To inspire a lasting love and appreciation for dance through artistic excellence, exhilarating performances, innovative choreography and superb educational programs.

Ruling Year

1957

Executive Director

Mr. James Nelson

Artistic Director

Mr. Stanton Welch AM

Main Address

601 Preston Street

Houston, TX 77002 USA

Keywords

ballet, dance, Houston, arts, education, performing arts

EIN

74-1394920

 Number

0628193203

Cause Area (NTEE Code)

Other Art, Culture, Humanities Organizations/Services N.E.C. (A99)

Ballet (A63)

Performing Arts Schools (A6E)

IRS Filing Requirement

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

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Social Media

Programs + Results

What we aim to solve New!

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Our programs

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

SOURCE: Self-reported by organization

2018-2019 season

Houston Ballet's Education and Community Engagement Programs

Performances and National/ International Touring

Dance for Parkinson's

Houston Ballet Academy

Where we workNew!

Our Results

How does this organization measure their results? It's a hard question but an important one. These quantitative program results are self-reported by the organization, illustrating their committment to transparency, learning, and interest in helping the whole sector learn and grow.

SOURCE: Self-reported by organization

Total number of paid seats filled for performances

TOTALS BY YEAR
Population(s) served

No target populations selected

Related program

2018-2019 season

Context notes

These number represents the tickets sold for the performances at our home theater. Does not include any touring/off site performances.

Total number of performances

TOTALS BY YEAR
Population(s) served

No target populations selected

Related program

2018-2019 season

Context notes

This number includes the performances of our Company at our home theater as well as touring/off site performances.

Number of participants engaged in programs

TOTALS BY YEAR
Population(s) served

No target populations selected

Number of volunteers

TOTALS BY YEAR
Population(s) served

No target populations selected

Number of overall donors

TOTALS BY YEAR
Population(s) served

No target populations selected

Number of students enrolled

TOTALS BY YEAR
Population(s) served

No target populations selected

Number of unique website visitors

TOTALS BY YEAR
Population(s) served

No target populations selected

Charting Impact

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

SOURCE: Self-reported by organization

What is the organization aiming to accomplish?

What are the organization's key strategies for making this happen?

What are the organization's capabilities for doing this?

How will they know if they are making progress?

What have and haven't they accomplished so far?

Houston Ballet's mission is to inspire a lasting love and appreciation for dance through artistic excellence, exhilarating performances, innovative choreography and superb educational programs.

In furtherance of our mission, we are committed to maintaining and enhancing our status as:

• A classically trained company with a diverse repertory whose range includes the classics as well as contemporary works.

• A company that attracts the world's best dancers and choreographers and provides them with an environment where they can thrive and further develop the art form.

• An international company that is accessible to broad and growing local, national, and international audiences.

• A company with a world-class Academy that provides first rate instruction for professional dancers and meaningful programs for non-professional dancers.

• A company with state-of-the-art facilities for performances, rehearsals and ongoing operations.

Embodied in the organization's current long range plan, our strategies are as follows:

1) Contribute to the dance repertoire and nurture Houston Ballet's reputation as a leading center of new choreography through increased creation, "updating," and production of new choreographies

2) Increase the size of the dance Company to allow a broader range of productions and a greater depth of talent within the Company

3) Increase prominence and recognition of the artistic achievement and quality of Houston Ballet through more performances, as well as regular, national, and international touring to select dance capitals in the U.S. and abroad.

4) To continue to nurture the Houston Ballet Academy as a nationally recognized top training facility to establish the Academy as the "school of choice" among aspiring dancers

5) Increase public awareness of Houston Ballet's diverse repertoire by defining and promoting a consistent Houston Ballet brand, and successfully selling mixed programs

6) Build a stronger and deeper, loyal support of Trustees, donors, audiences, and alumni.

Houston Ballet has committed significant resources to its investment in fundraising staff, marketing and advertising. This commitment has directly impacted and increased earned and contributed revenue which has and will continue to support strategic program goals.

Outcomes are measured monthly and annually against the strategic plan. Progress is reported monthly and annually to Board of Trustees.

At the conclusion of fiscal year 2016, the first year of the current strategic plan, Houston Ballet has accomplished the following:

1) Contribute to the dance repertoire and nurture Houston Ballet's reputation as a leading center of new choreography through increased creation, “updating" and production of new choreographies.

Priority 1 was achieved with the creation 2 world premieres (1 full length, 1 one act) and 4 Houston premieres.

2) Increase the size of the dance Company to allow a broader range of productions and a greater depth of talent within the Company.

Priority 2 was achieved by employing 59 dancers by the end of the season vis-a-vis the planned goal of 57.

3) Increase prominence and recognition of the artistic achievement and quality of Houston Ballet through more performances, as well as regular national and international touring to select dance capitals in the U.S. and abroad.

Priority 3 was achieved by completing 90 performances vis-a-vis the strategic goal of 88-91 performances.

4) To continue to nurture the Houston Ballet Academy as a nationally recognized top training facility and establish the Academy as the “school of choice" among aspiring dancers.

Priority 4 was broken down into 4 objectives. Objective 1 was achieved by defining financial and sustainability metrics for the Academy. Objective 2 was aimed to report on the reasons for acceptance/decline of offers to the Academy. This objective was not pursued as the rudimentary evaluation performed did not produce actionable conclusions. Objective 3 was achieved by creating Academy materials, merchandise, and ensuring that all webpages carried HB branding. Objective 4 was achieved through securing housing for 20 additional students.

5) Increase public awareness of Houston Ballet's diverse repertoire by defining and promoting a consistent Houston Ballet brand, and successfully selling mixed programs.

Priority 5 was broken down into 2 objectives. Objective 1 was achieved by launching a new brand in December 2015. Objective 2 was achieved by surpassing our goal of percentage sales capacity. Goal was 82% - Nutcracker, 72% - Story Ballets, 52% - Mixed Programs. Actual was 89% - Nutcracker, 74% - Story Ballets, 54% - Mixed Programs.

6) Build a stronger and deeper, loyal support base of Trustees, donors, audiences, and alumni.

Priority 6 was broken down into 4 objectives. Objective 1 was achieved by exceeding the goal for Development net revenue. Objective 2 was achieved by improving a key patron area of the Wortham Theater, the Founder's Salon. Additionally, various enhancements were made to the Grand Foyer. Objective 3 was achieved by scheduling to launch a new website by Fall 2016. Objective 4 was achieved by evaluating the diversity of the staff, audience, students and trustees. A cross departmental team was identified to make recommendations and set goals for years 2-5 of the plan. Finally, diversity priorities have been integrated into trustee recruitment.

External Reviews

Photos

Financials

Houston Ballet Foundation

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Operations

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

Need more info?

FREE: Gain immediate access to the following:

  • Address, phone, website and contact information
  • Forms 990 for 2017, 2016 and 2015
  • A Pro report is also available for this organization.

See what's included

Board Leadership Practices

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.

SOURCE: Self-reported by organization

BOARD ORIENTATION & 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 & 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?

No

Organizational Demographics

In order to support nonprofits and gain valuable insight for the sector, GuideStar worked with D5—a five-year initiative to advance diversity, equity, and inclusion in philanthropy—in creating a questionnaire. This section is a voluntary questionnaire that empowers organizations to share information on the demographics of who works in and leads organizations. To protect the identity of individuals, we do not display sexual orientation or disability information for organizations with fewer than 15 staff. Any values displayed in this section are percentages of the total number of individuals in each category (e.g. 20% of all Board members for X organization are female).

SOURCE: Self-reported by organization

Gender

Race & Ethnicity

Sexual Orientation

This organization reports that it does not collect this information.

Disability

This organization reports that it does not collect this information.

Diversity Strategies

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We track retention of staff, board, and volunteers across demographic categories
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We track income levels of staff, senior staff, and board across demographic categories
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We track the age of staff, senior staff, and board
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We track the diversity of vendors (e.g., consultants, professional service firms)
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We have a diversity committee in place
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We have a diversity manager in place
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We have a diversity plan
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We use other methods to support diversity