Nashville Ballet
3630 Redmon Street
Nashville TN 37209-4827
Kayla Rowser in Swan Lake (Photo by Karyn Kipley)
 
Mission Statement

Nashville Ballet creates, performs, teaches and promotes dance as an essential and inspiring element of our community.

Leadership
CEO/Executive Director Mr. Paul Vasterling
Co-CEO/Executive Director Mrs. Lisa French
Board Chair Mr. Neil Krugman
Board Chair Company Affiliation Waller Law
History & Background
Year of Incorporation 1986
Organization's type of tax exempt status 501-C3
Financial Summary
Graph: Expense Breakdown Graph - All Years
 
 
Projected Expenses $5,733,534.00
Projected Annual Revenue $5,733,534.00 (2018)
Statements
Mission

Nashville Ballet creates, performs, teaches and promotes dance as an essential and inspiring element of our community.

Background

Founded in 1984, Nashville Ballet has since become the largest professional ballet company in Tennessee presenting a varied repertoire of classical ballet and contemporary works by noted choreographers, including original works by Artistic Director & CEO Paul Vasterling. Nashville Ballet presents opportunities for Middle Tennesseans to experience ballet through classical, contemporary and family-friendly performances, all inspired by poetry in motion. Nashville Ballet and the second company NB2 (the official second company of Nashville Ballet) provide arts and educational experiences to more than 75,000 audience members annually through season performances, training at School of Nashville Ballet and Community Engagement programming. The performance season brings masterworks and original new works to the community at Tennessee Performing Arts Center, performed by a company of 25 full-time, Nashville-based artists. School of Nashville Ballet provides world-class instruction in ballet and other forms of dance to students of all ages each year. Community Engagement programs deliver interactive, educational performances to schools and community centers across Middle Tennessee that integrate dance with core academic subjects such as reading, math, science, social studies and social emotional learning. As stated by the Every Child Succeeds Act, the arts are a part of a well rounded education, and these programs support the State’s efforts to ensure developmental and academic standards are being met through a complete education. 

 
Impact

Nashville Ballet is committed to providing exceptional and accessible arts programming and opportunities to a diverse community through three primary initiatives: season performances, community engagement programs, and School of Nashville Ballet. Through these initiatives, Nashville Ballet makes a deep impact on thousands of individuals across Middle Tennessee and beyond.

Accomplishments of 2017

· Through its three arms of operations, Nashville Ballet is currently providing artistic and educational experiences to more than 75,000 audience members annually.

· Nashville Ballet debuted at The John F. Kennedy Center for the Performing Arts in Washington, D.C. as part of the renowned "Ballet Across America" program (April 2017).  This invitation to tour (from Misty Copeland of American Ballet Theatre) represents an important step in Nashville Ballet's strategic vision to reach more national and international audiences. 
 
· Nashville Ballet implemented the first year of a new stakeholder-driven Strategic Plan to manage and steward all-encompassing organizational growth. 
 
· The recently expanded and renovated Martin Center for Nashville Ballet is now serving more dance students in the Greater Nashville area than ever before. Through increased studio space, diversified class offerings and greater accessibility through programs like the newly launched Young Men's Scholarship Program, School of Nashville Ballet maintains its reputation as the best center for dance education in Nashville and continues to see growing student enrollment across all ages. 

· Nashville Ballet has steadily increased investments in community engagement initiatives, now contributing nearly $700,000 in direct and indirect resources towards its efforts. Aimed at eliminating the geographic and financial barriers to experiencing the arts by bringing quality educational performances into the community, these initiatives are reaching the diverse communities of Middle Tennessee with breadth and depth.

Goals for 2017-2018

· Create a global artistic brand on the foundation of classical ballet and contemporary dance innovation by mounting original and masterworks that challenge Nashville Ballet's audiences, artists and collaborators.

· Invest in and grow School of Nashville Ballet as a preeminent school of dance, noted for its development of dance artists steeped in the foundation of the ballet tradition and their own personal, human development.

 · Create significant impact and broad engagement within our community by bringing arts education programming throughout Middle Tennessee. Strive to 1) create talent development, understanding and appreciation of the arts, and 2) mitigate the barriers of geography and socioeconomic status that prevent many from experiencing the arts first hand by delivering ballet that is accessible.
 
 
 
 
Needs

Nashville Ballet's greatest needs are related to increased patron loyalty:

1) General Support and Membership: Donors who contribute unrestricted dollars to Nashville Ballet's mission-critical activities are a part of our membership program, which offers a great package of experiential benefits.

2) Season Ticket Holders: A growing base of season ticket holders ensures continuously learning audiences -- a must-have for great art!

3) Pointe Shoe Fund: Pointe shoes are an essential tool for Nashville Ballet. Shoes cost $75 per pair and last about one week. Last season, Nashville Ballet dancers need 650 pairs, which cost nearly $50,000!
 
4) School of Nashville Ballet Scholarship Fund: This fund underwrites the need-based tuition scholarships Nashville Ballet grants to qualifying students who demonstrate a passion for and commitment to dance (averaging $900 per year). Last year, Nashville Ballet spent $117,000 on scholarship funding to provide training at School of Nashville Ballet for 89 deserving students.

5) Sponsorship Support: Nashville Ballet relies on institutional support from locally owned and operated business and entrepreneurs throughout the community. Sponsorships provide essential underwriting to pursue the mission while offering an effective way to connect businesses to patrons.

Other ways to donate, support, or volunteer Nashville Ballet graciously accepts your donations of time, talent and treasure!

-Cash donations may be made by mail, online at NashvilleBallet.com/giving or by phone at phone (615) 297-2966 x804.

-In-Kind donations are accepted in accordance with Nashville Ballet's Gift Acceptance Policy to generally include donated services and product. Please call (615) 297-2966 x801 for more information.

-Corporate underwriting support, partnership and sponsorship opportunities are available for various programs and initiatives.  Please call (615) 297-2966 x801 or visit www.nashvilleballet.com/center-stage-club for more information.

-Support Nashville Ballet throughout the year and purchase a ticket package. Ticket Packages are custom-built and typically offer a 25% discount off all adult ticket purchases and up to a 50% discount on children's tickets. Call (615) 297-2966 x710 or visit NashvilleBallet.com/ticket-packages for more information.

-Become a member of Nashville Ballet's premiere social and volunteer membership group, Friends of Nashville Ballet. As a Friend, you can build a relationship with staff and Company dancers through volunteer and leadership opportunities, special ticket and event discounts and participating in signature Friends of Nashville Ballet fundraising events. Call (615) 297-2966 x802 or visit NashvilleBallet.com/Friends-Of-Nashville-Ballet for more information.
Service Categories
Primary Organization Category Arts,Culture & Humanities / Ballet
Secondary Organization Category Arts,Culture & Humanities / Arts Education
Tertiary Organization Category Arts,Culture & Humanities / Arts Education
Areas of Service
Areas Served
TN - Davidson
TN - Dickson
TN - Rutherford
TN - Williamson
TN - Wilson
TN - Cheatham
TN - Montgomery
TN - Franklin
TN - Robertson
TN - Coffee
TN - Sumner
TN - Lewis
TN - Lawrence
Nashville Ballet serves a large and diverse geographic area via performances, School of Nashville Ballet, and Community Engagement initiatives, expanding across many areas of the Middle Tennessee region.
Board Chair Statement

As the President of the Board of Directors, I am thrilled to have the opportunity to applaud Nashville Ballet’s accomplishments and share some exciting things on our horizon. Serving as a member of the Board since 2008, I have seen Nashville Ballet grow with sophistication, artistic integrity and effective pursuit of its mission. With consistent and strong leadership, Nashville Ballet is quickly taking not only Middle Tennessee by storm, but becoming a respected and renowned company of national and international standing, as well.

Last season, we celebrated Nashville Ballet’s debut at The Kennedy Center in Washington, D.C. per the invitation of Misty Copeland of American Ballet Theatre. This invitations reaffirmed the field’s respect for how we are making our mark as a ballet company in America under Paul Vasterling's leadership. We also implemented the first full year of a new strategic plan, which addresses complex and ambitious goals for Nashville Ballet’s promising future.

The 2017-18 season brings well-crafted and diverse programming. This includes “Light: The Holocaust and Humanity Project” in February, which follows a Holocaust survivor’s journey through music and dance. “Light” will offer reflection that only dance can—to feel, better understand and reflect upon history that defies comprehension. The piece addresses the past chapter to promote compassion, understanding and hope to issues in our world today. This premiere will be paired with community talk-back sessions. Additionally, “Modern Masters” in May 2018 will be a sensation. This performance includes the work of three artistic geniuses – Balanchine, Kylián and Wheeldon. It is an honor for Nashville Ballet to perform these brilliant works, and it is a testament to the strength of the company that the ballet field has selected Nashville Ballet to perform this exceptional choreography.

Off stage, Nashville Ballet is committed to serving our community, developing the talent of future artists and encouraging arts patronage in today’s youth. School of Nashville Ballet continues to grow at record rates. This year, we welcomed more than 300 students from around the country to spend their summer training here in Music City. Last fall, we launched the Young Men’s Scholarship Program, which is a tremendous testament to our commitment to diversity and accessibility. Community engagement initiatives continue to permeate the diverse communities of Middle Tennessee.

The common denominator of all these successes is GROWTH, and we are challenged to manage this growth responsibly and optimally. The Board of Directors is continuously engaged in work that ensures the organization is navigating these challenges as needed. Recent discussions and requisite action related to growth management include: layering in additional staff, seeking and securing partnerships and services that provide comprehensive health and wellness care for artists as we increase the number of dancer work weeks season over season, and increasing investment in revenue-generating resources.

I confidently speak on behalf of all directors and officers when I say we are eager to govern Nashville Ballet through this exciting time of growth and expansion.

Neil Krugman, President

Nashville Ballet Board of Directors
CEO Statement
Nashville Ballet is firmly committed to the cultural well-being of Middle Tennessee and contributing towards the arts ecosystem in Nashville. It is our vision is to be an accessible and inclusive organization that creates community through excellent and innovative dance and dance education; to be recognized locally, nationally and internationally for artistry, community engagement and financial sustainability; and to provide a rewarding and satisfying place to work. We strive towards this daily in pursuit of our mission to create, perform, teach and promote dance as an essential and inspiring element of our community. 
 
First and foremost, Nashville Ballet is a performing arts company whose artists, dancers and teachers reside in Nashville throughout the year. The main company presents a season repertoire of five full-scale productions, as well as narrated children’s ballets. We are committed to leveraging the incredible assets of Music City by presenting programming in collaboration with some of Nashville's finest musicians, composers and designers to maintain a uniquely Nashville flair. 
 
Secondly, we strive to provide the highest level of professional and recreational dance training in the community.The elite faculty and staff of our School of Nashville Ballet provide world-class instruction for students of all ages and abilities. Programs offered include a Children’s Division, an Academy to train students who are interested in pursuing a professional dance career, as well as a Community Division offering a wide range of dance classes to adults promoting healthy, active lifestyles, regardless of skill level. The demand for these services has increased significantly and steadily since 2011. After multiple years of operating School classes at capacity with long wait lists, the Board of Directors approved a plan to renovate and expand the facility, equipping Nashville Ballet with the resources it needs to continue long-term growth. 
 
The third facet of our mission is Community Engagement programming, which brings interactive dance and arts education to over 30,000 children and families in Middle Tennessee through interactive children's ballets and other programming centered around wellness, creation and lifelong learning. Stemming from the philosophy that the arts should be accessible to anyone and everyone, and responding to our nation’s continued decline of in-school arts offerings, these performances are designed to break down potential barriers to arts education and uphold the arts as a part of a well-rounded learning ecosystem.
 
We are proud and honored to serve Middle Tennessee with performances, dance education and community initiatives of the highest caliber.
 
Paul Vasterling, Artistic Director & CEO
Nashville Ballet

 

Programs
Description

Since its inception in 1986, Nashville Ballet has been the gateway for Tennesseans to experience ballet through classical, neoclassical, contemporary and family-friendly productions. The performance season encompasses five ballets performed at Tennessee Performing Arts Center, with additional performances presented at the in-studio theater at the Martin Center for Nashville Ballet. Season repertory is diverse, offering an array of original works by Artistic Director & CEO Paul Vasterling and other 21st century choreographers, beloved story ballets and renowned master works from around the globe. The 2017-2018 season is all about using dance to guide the audience to another plane of existence and understand new perspectives. Dance continues to transform us all.

Budget $2,200,000.00
Category Arts, Culture & Humanities, General/Other Dance Performances
Population Served Adults, Children and Youth (0 - 19 years), Families
Short Term Success

 

Nashville Ballet debuted at The Kennedy Center in Washington, D.C. as part of the renowned “Ballet Across America” program in April 2017. The performance of Paul Vasterling’s The Ben Folds Project was warmly and enthusiastically received by both a national dance audience and critical reviews.
 
In Fall 2016, Cinderella reached a sold-out audience with more than 5,000 audience members – Nashville Ballet’s largest attendance at a story ballet, to date.
 
Exciting new engagements with the Nashville Symphony share dance with wider audiences. Nashville Ballet was a special guest at “Ballet at the Schermerhorn” (March 2017) .
 
In developing creative growth, Company dancer Christopher Stuart was awarded a Choreographic Fellowship from the New York Choreographic Institute and a Commission Initiative Grant from the National Choreographers Institute. Further, Paul Vasterling was selected as a distinguished fellow in residence at Center for Ballet and the Arts (CBA) at New York University.
 
Long term Success The primary goals are (1) to create a world-class artistic brand based on the foundation of classical ballet and contemporary dance innovation and (2) share this art with Middle Tennessee and beyond.
Program Success Monitored By Touring invitations, performing renowned repertory, critical reviews and artistic awards all monitor the quality of Nashville Ballet's art. Ticket sales monitor the goal of a larger and wider reach.
Examples of Program Success Quality measures of success include Nashville Ballet's Kennedy Center invitation in April 2017 and receiving the choreographic rights for three masterworks -- Kylian, Wheeldon and Balanchine -- to be performed in May 2018. In terms of ticket reach, last fiscal year brought 6,516 new households to the ballet.
Description

An intrinsic part of Nashville Ballet’s mission is our commitment to the community through our Community Engagement program. These programs expose children, teens and adults to the artistry, beauty and athleticism of dance by providing unique performances that cultivate an interest in the arts. Through these far-reaching and accessible programs Nashville Ballet aims to eliminate geographic and financial barriers to arts and arts education, believing that this is how we build the arts patrons, artists and civic leaders of tomorrow, and that they are reflective of our region's rich diversity. Reaching more than 30,000 audience members annually, these programs take dancers, music and sets into schools, libraries and community centers throughout more than a dozen Middle Tennessee counties. Each of our school curriculum-based programs (for children pre-school all the way through high school) meet many of the developmental and academic standards set forth by the state of Tennessee and Metropolitan Nashville Public School (MNPS) system and are interactive in nature, appealing to various learning styles and needs of all ages. Our Family and Community Programs introduce audiences to the art of dance with public performances and help us develop and cultivate educated viewers with a passion and appreciation for the arts. These programs provide a unique, intimate and educational experience for everyone in attendance. Community partners helping to deliver these programs include the Metro Nashville Public Library, Metro Parks and Recreation and Nashville Metro Public Schools. Public and private entities can learn more and book performances through our website.

 

Budget 691000
Category Arts, Culture & Humanities, General/Other
Population Served Children and Youth (0 - 19 years), Adults, At-Risk Populations
Short Term Success The short-term successes of Nashville Ballet's Community Engagement programs include increasing the breadth and diversity of the audiences reached. To eliminate barriers to arts access, we strive to have over 65% of our schools reporting that they fall in at least one of the following categories: Title 1, Special Needs, Low Income. Additionally, to increase diversity in the future artists and audiences of the performing arts, we strive to have over 65% of our schools reporting that the primary ethnicity of their students is non-Caucasian. The question in our post-performance survey that targets this goal reads: “What is the primary ethnicity of your students: Caucasian, African American, Hispanic, Asian, MENA (Middle Eastern/North African, Other.”
Long term Success The long-term goal of Nashville Ballet's Community Engagement programs is removing the barriers to arts access so that everyone in Middle Tennessee can experience the transformational power of dance regardless of geography or socioeconomic constraints. Ultimately, the hope is to cultivate, develop and positively impact an inclusive community through a deepening engagement in our art.
Program Success Monitored By Nashville Ballet Community Engagement program success is monitored primarily by post-performance surveys that gauge diversity, engagement, academic and impact metrics.
Examples of Program Success
Last year's program success metrics included:
- 91% of teachers reported that their students were engaged (listening and watching)
- 86% of teachers reported that their students were enthusiastic (clapping and/or asking questions)
- 60% of teachers reported that their students experienced something they had not experienced previously (“this was the first time we saw live dance at our school”)
- 96% of teachers reported that their students were eager to volunteer
- 85% of teachers reported that their students continued discussing the performance afterwards
- In terms of curriculum, the following percentages of teachers reported these programs supported: Reading (31%), Writing (17%), Speaking and Listening (83%), Language (45%), Social/Emotional Learning (74%).
- 100% of teachers would recommend these programs to colleagues and 100% planned to be a part of the programming the following year.
 
Description

School of Nashville Ballet offers the highest quality dance training for students of all ages and experience levels. Qualified faculty provide a comprehensive dance education that is challenging and rewarding. Students are individually nurtured with expertise and sensitivity. With two campuses, School of Nashville Ballet provides a variety of training and recreational programs:  Children’s (ages 2-5), Academy (ages 6-18), Community (ages 8+) and Professional Training (ages 16+). The new Young Men’s Scholarship Program (6-18) offers an emphasis on developing specific male technique and addressing the unique challenges that face young men.

School of Nashville Ballet also offers a nationally recognized Summer Intensive program. This 7-week training camp provides extensive instruction for serious dancers from all over the world and prepares students for a career in dance. Through an ongoing partnership with Belmont University, most students participating in the Summer Intensive stay in the Belmont residence halls while living in and exploring Nashville.


Budget 1,100,000
Category Arts, Culture & Humanities, General/Other
Population Served Children and Youth (0 - 19 years), Adults, Adolescents Only (13-19 years)
Short Term Success In the short-term, successes are measured by increased enrollment numbers, increased partnerships for accessibility, increased renowned faculty artists, increased demand for Summer Intensive training as well as an increased size and improved outcomes from our professional-level training.
Long term Success The long-term goal of the School of Nashville Ballet is to become a preeminent school of dance, noted for its development of dance artists steeped in the foundation of the ballet tradition and their own human development.
Program Success Monitored By Program success is monitored by quantitative and qualitative factors such as tracking enrollment and scholarship numbers as well as tracking professional training outcomes and international summer intensive interest.
Examples of Program Success

 

Success examples include:
-Created the Young Men’s Scholarship Program, more than doubling the number of males in the school and providing 52 young men with the opportunity to study dance tuition-free for one year.
-Secured the largest Summer Intensive program to date in 2017 (324 students).
-Provided 34 students with full tuition, need-based scholarships
-Promoted 4 Professional Training division students to NB2, Nashville Ballet's Second Company
-Added one new full time faculty position
-Increased number of students auditioning for FY18 Summer Intensive by 31%
-Added DANCEFix to our Community division class offerings, helping to lead to an increase of over 35% in adult students attending these classes.
CEO Comments

Nashville Ballet's artistic reputation has grown significantly in recent years, both nationally and internationally. This evolution has made us better poised to attract top-tier talent and diversify our repertoire with recent groundbreaking accomplishments such as: embarking on a dancer wage study to ensure competitive pay and working weeks, revamping the Strategic Plan to best address our changing artistic needs and goals, and garnering approval to perform masterworks from the catalogs of Balanchine and Kylian. We are challenged to maintain a diverse and sophisticated performance season where the audience embraces our curatorial choices.

School of Nashville Ballet continues to experience a growth in demand for dance instruction for students of all ages. ELEVATE, Nashville Ballet's Capital Campaign to renovate and expand our current facility, was completed in May 2015. Providing us with much of the resources we needed to meet growing demand (namely space), we are now able to turn our attention to the further investment and management of ensuring we fill our seven dance studios with the best faculty, most accommodating classes and maintain The Martin Center for Nashville Ballet as a safe and nurturing place to dance.

Nashville Ballet maintains a commitment to serving our community in important ways and has steadily increased its impact over recent years through the important work of Community Engagement initiatives. Thanks to funding from corporate and private citizens to help underwrite the costs of bringing arts education to the many communities of our region, Nashville Ballet has been able to continue its investment in this arm of operations. Last year we sent over 250 age-specific programs into the community reaching more than 30,000 people. We are now challenged to grow in sophistication of our programs, as we have begun evaluating program impact. Additional staffing will be required to support the many aspects of increased programming, such as managing bookings, training dancers with an increased repertory of ballets, measuring impact, moderating performances and adequately managing and caring for costumes and sets.

Board Chair
Board Chair Mr. Neil Krugman
Company Affiliation Waller Law
Term June 2016 to May 2018
Email neil.krugman@wallerlaw.com
Board Members
NameAffiliationStatus
Mrs. Meera Ballal Community VolunteerVoting
Mr. Lance Bloom CBREVoting
Dr. Elizabeth Cato Cavi MedispaVoting
Dr. Kerri Cavanaugh Vanderbilt UniversityVoting
Ms. Monica Cintado-Scokin Community VolunteerVoting
Mrs. Laura Cooper Community VolunteerVoting
Mrs. Allison Cotton Voting
Mrs. Laura Currie Community VolunteerVoting
Mr. Sam Dashiell Capital Group Private Client ServicesVoting
Mrs. Emmely Duncan Community VolunteerVoting
Ms. Laurie Gold Eskind Community VolunteerVoting
Mrs. Catherine Gemmato-Smith Community VolunteerVoting
Mrs. Suzan Gibbs Caterpillar Financial Services CorporationVoting
Ms. Katelyn Hamaker Ford Motor CreditExofficio
Mr. Bill Haralson RetiredVoting
Mr. Gerard M. Hayden Jr.Health Stream, Inc.Voting
Mrs. Kay Heller Community VolunteerVoting
Dr. Anna Hemnes Vanderbilt Medical CenterVoting
Mrs. Kindy Hensler Parks in the Gulch RealtyVoting
Mr. B. Hunter Hill SunTrust RobinsonVoting
Mr. Mark Humphreys Humphreys & Partners ArchitectsVoting
Mrs. Martha Ivester Creative Artists AgencyVoting
Ms. Charlyn Jarrells Community VolunteerVoting
Mr. Jay Joyner Joyner & Hogan Printing CompanyVoting
Mrs. Mary Morgan Ketchel Community VolunteerVoting
Mr. Neil Krugman Dickinson & WrightVoting
Mr. Sylvain Lapointe Royal Alliance Associates, Inc.Voting
Mrs. Dionne Lucas Tantus ManufacturingVoting
Mrs. Melissa Mahanes Community VolunteerVoting
Mrs. Adrienne McRae Community VolunteerVoting
Mr. Don Moody Waller LawVoting
Mr. Roger Moore Vanderbilt UniversityVoting
Mr. James F. Munro Community VolunteerVoting
Mrs. Anissa Nelson-Carlisle DeloitteVoting
Mr. Stephen Peluso Regions BankVoting
Mrs. Jennifer Puryear Community VolunteerVoting
Mrs. Sarah Reisner Manier & HerodVoting
Mr. George Ritzen Ritzen GroupExofficio
Mr. Kyle Rybczyk Vanderbilt HIV Vaccine ProgramVoting
Mrs. Sharon Sandahl Sears Holding Co.Voting
Mr. Shannon Sanders Songwriter/ProducerVoting
Mrs. Vee Vee Scott Community VolunteerVoting
Mrs. Mary Jo Shankle Community VolunteerVoting
Ms. Susan Short Jones HCA Inc.Voting
Mr. Dan Slipkovich Capella HealthcareVoting
Mrs. Suzanne Smothers Community VolunteerExofficio
Mr. Joe A. Sowell IIIHCAVoting
Mrs. Julie Stadler Dance NetworkVoting
Ms. Angie M. Swinford CapStar BankVoting
Mrs. Heather Thorne Community VolunteerVoting
Mrs. Barbara Turner Community VolunteerVoting
Mrs. Johnna Benedict Watson Benefits, Inc.Voting
Mr. Bradley D. Wensel CPM HealthgradesVoting
Mrs. Dallas Wilt Community VolunteerVoting
Board Demographics - Ethnicity
African American/Black 3
Asian American/Pacific Islander 1
Caucasian 50
Hispanic/Latino 0
Native American/American Indian 0
Other 0
Board Demographics - Gender
Male 19
Female 35
Unspecified 0
Governance
Board Term Lengths 3
Board Term Limits 2
Board Meeting Attendance % 77%
Does the organization have written Board Selection Criteria? Yes
Does the organization have a written Conflict of Interest Policy? Yes
Percentage of Board Members making Monetary Contributions 96%
Percentage of Board Members making In-Kind Contributions 7%
Does the Board include Client Representation? Yes
Number of Full Board Meetings Annually 5
Youth Board Members
Additional Boards: Youth Board Members
NameAffiliation
Standing Committees
Advisory Board
Executive
Finance
Nominating
Building
Community Outreach / Community Relations
Marketing
Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
Human Resources / Personnel
Investment
Education
Risk Management Provisions
Automobile Insurance
Commercial General Liability & D and O & Umbrella or Excess & Automobile & Professional
Computer Equipment & Software
Additional Board Members
NameAffiliation
Mrs. Clare Armistead Community Volunteer
Mrs. Anita Baltimore
Mrs. Lucie Carroll Community Volunteer
Mrs. Nancy Cheadle Community Volunteer
Mr Gary Crigger Community Volunteer
Mrs. Linda Dale Community Volunteer
Mrs. Suann Davis Community Volunteer
Mr. Pat Emery Retired
Mr. Patrick G. Emery Spectrum Emery Properties
Dr. Morel Enoch Harvey Retired
Mrs. Annette S. Eskind Community Volunteer
Mrs. Karyn Frist Community Volunteer
Mrs. Joan Gallivan Community Volunteer
Mr. Don Greene Association Marketing Group
Mr. Lynn Greer Greer Investment Company
Mrs. Martha Ingram Ingram Industries
Mrs. Amy Joyner Bank of Nashville
Mr. Eugene Lotochinski Community Volunteer
Mrs. Ellen Martin Community Volunteer
Mrs. Cathy C. McLure Community Volunteer
Mr. Lannie Neal Community Volunteer
Mrs. Elizabeth Nichols Insite Property Company
Mrs. Emily Noel Community Volunteer
Mrs. Linda Reeve Community Volunteer
Mr. Dudley Richter Richter's
Mrs. Anne Sheperd Community Volunteer
Mrs. Lucy Smith Fridrich & Clark Realty LLC
Mrs. Leah Sohr Vision Designs
Mr. Jim Todd Jim Todd Law
Mr. Louis Todd
Mrs. Claire W. Tucker CapStar Bank
Mrs. Patsy Weigel Community Volunteer
CEO Comments
In order to effectively serve its mission, it is of utmost importance to Nashville Ballet leaders that the organization conscientiously strives for a governing body that is reflective of the community it serves. In that aim, Nashville Ballet's board nomination process has been intentionally revised in recent years. Board selection is a considerable task, lead by the Nominating Committee. With a board size of 54, we employ every opportunity and tool we have to ensure that this board is effective and diverse in all respects: race, socioeconomic, business and trade, age, and others. Nashville Ballet recently received a generous grant for board engagement. The ability to do this kind of work with a consultant as we move into the second year of a new strategic plan could not be better, and will help ensure Nashville Ballet's governing body is able to lead the organization in the best possible way.
 
Executive Director/CEO
Executive Director Mr. Paul Vasterling
Term Start June 2010
Email itipton@nashvilleballet.com
Experience Paul Vasterling became Artistic Director of Nashville Ballet in 1998, ten years after he began his association with the company as a dancer and, later, a choreographer. In the spring of 2010, the Board appointed Vasterling CEO of Nashville Ballet. A choreographer with a deep affinity for music, Vasterling has created more than 40 works, ranging from classical, full-length story ballets to more contemporary one-acts set to the music of local artists. Vasterling's penchant and particular gift is for storytelling, which he has done vividly in such ballets as "Dracula" and "Romeo and Juliet." A magna cum laude graduate of Loyola University, Vasterling also received a Fulbright Scholarship (2004), enabling him to work with three companies in Argentina, paving the way for a subsequent tour there for Nashville Ballet. Under his leadership, the company's resources have grown by close to 300 percent and Nashville Ballet became the first local performing arts organization to purchase its own building. He has transformed a group of 12 professional dancers into a company of 25, and established a pre-professional second company of another 25 dancers. Vasterling has shaped Nashville Ballet into a company high on artistry, as well as commanding technical ability and virtuosity.
Co-CEO
Co-CEO Mrs. Lisa French
Term Start Mar 2016
Email lfrench@nashvilleballet.com
Experience

Lisa Dixon French moved to Nashville, Tennessee following a successful tenure as Executive Director of the Portland (Maine) Symphony Orchestra. 

Originally from Edina, Minnesota, Lisa went to Portland from her role as the Chief Operating Officer of the Memphis Symphony Orchestra. Lisa is also a graduate of an executive level orchestra leadership program through the League of American Orchestras. This intensive one‐year fellowship program included residencies with the Boston Symphony, North Carolina Symphony, Memphis Symphony, and the Aspen Music Festival and School. Lisa graduated from the Eastman School of Music (Rochester, NY) in clarinet performance and music education, and received an Arts Leadership Program Certificate. Lisa has also served on the Board of the Maine Association of Nonprofits and the Board of Visitors for the University of Southern Maine.

Former CEOs
NameTerm
Ms. Angela Adams Aug 2010 - Dec 2015
Ms. Andrea Dillenburg June 2006 - May 2010
Staff
Full Time Staff 26
Part Time Staff 78
Volunteers 200
Contractors 24
Retention Rate 77%
Plans & Policies
Does the organization have a documented Fundraising Plan? Yes
Does the organization have an approved Strategic Plan? Yes
Number of years Strategic Plan Considers 5
When was Strategic Plan adopted? Nov 2016
In case of a change in leadership, is a Management Succession plan in place? Yes
Does the organization have a Policies and Procedures Plan? Yes
Does the organization have a Nondiscrimination Policy? Yes
Affiliations
AffiliationYear
AFP (Association of Fundraising Professionals)2002
ANE (Association of Nonprofit Executives)2002
Center for Nonprofit Management Excellence Network2000
National Endowment for the Arts1998
Nashville Arts Coalition2004
Tennesseans for the Arts2000
Tennessee Association of Dance1998
Americans for the Arts1998
Tennessee Literacy Coalition2005
Metro Arts Commission1998
Tennessee Arts Commission1998
Chamber of Commerce1994
National Dance Education Organization2006
Dance USA2006
Awards
Award/RecognitionOrganizationYear
Best Dance StudioNashville Parent Magazine2012
Best Performing Arts Organization; Ballet Revival - Cinderella; Best Modern Dance Collaboration - Nashville Ballet & ALIAS Chamber Ensemble; Best Dance SchoolNashville Scene2012
Company dancer, Kayla Rowser, featured in the "25 to Watch" list; Company dancer Sadie Bo Harris personal essay; Paul Vasterling profileDance Magazine2012
Martha Aus, Finalist for the Nashville Business Journal Chief Finance Officer AwardNashville Business Journal2012
Top Performing Arts group (based on number of performances, including outreach)Nashville Business Journal2012
Cover feature following Ballet Ball 2013 with Ben FoldsnFocus Magazine2013
Best Performing Arts OrganizationNashville Scene2014
Best Late PartynFocus2013
Hottest Party, Ballet BallnFocus2014
CFO Award Finalist, Martha AusNashville Business Journal2014
Best Performing Arts GroupNashville Scene2015
Best Ballet Series, EmergenceNashville Scene2015
Best Place to Dance, School of Nashville BalletNashville Scene2015
Best Place to Exercise and Also Feel Fancy, School of Nashville Ballet Community DivisionNashville Scene2015
Best Choreographer, Gina PattersonNashville Scene2015
Best Perfroming Arts GroupNashville Scene2016
Best Charity Event - Ballet BallNashville Scene2016
Nashville SceneBest Classical Synergy - Carmina Burana2016
Fellowship/Paul VasterlingCenter for Ballet and the Arts2017
Samuel L. Felker Business Leader of the Year Award/Paul VasterlingNashville LGBT Chamber of Commerce.2017
Best of Parenting Awards/Best Dance Studio FinalistNashville Parent2016
Senior Staff
Title Director of Artistic Operations
Experience/Biography
Title Director of Sales & Marketing
Experience/Biography
Title Director of Production
Experience/Biography
Title Director of Development
Experience/Biography
Title School Director
Experience/Biography
Title Chief Operating Officer
Experience/Biography

Lisa Dixon French recently moved to Nashville, Tennessee following a successful tenure as Executive Director of the Portland (Maine) Symphony Orchestra. While in Portland, Lisa led a highly inclusive strategic planning process that focused the organization on service to the community by enriching lives through music. Lisa also strengthened the orchestra’s financial stability, with increased contributed and earned income, increased endowment funds, and five years of balanced operating budgets that grew from $2.5 million to $3.3 million from 2010-2015.

Originally from Edina, Minnesota, Lisa went to Portland from her role as the Chief Operating Officer of the Memphis Symphony Orchestra. Lisa is also a graduate of an executive level orchestra leadership program through the League of American Orchestras. This intensive one‐year fellowship program included residencies with the Boston Symphony, North Carolina Symphony, Memphis Symphony, and the Aspen Music Festival and School. Lisa graduated from the Eastman School of Music (Rochester, NY) in clarinet performance and music education, and received an Arts Leadership Program Certificate. Lisa has also served on the Board of the Maine Association of Nonprofits and the Board of Visitors for the University of Southern Maine.

Title Director of Finance
Experience/Biography Felicia Dunlap has more than sixteen years of ​experience in financial management. She earned a Bachelor of Arts degree in Business Administration in​ Accounting from Trevecca Nazarene University in 1999 and received a Master of Business Administration from Tennessee Tech University in 2016. Felicia has a heart for nonprofits and has spent the majority of her career in nonprofit management including areas of advocacy, social justice, and education. Creating and participating in justice and beauty are what drives her personally and professionally. She held financial administration positions with Tennessee Coalition to End Domestic & Sexual Violence, Currey Ingram Academy, ​Oak Ranch Home for Boys, Community Education Partners, and JC Bradford & Co. She has managed budgets up to $16 million in revenue and $44 million in assets.
 
 
Fiscal Year
Fiscal Year Start June 01 2017
Fiscal Year End May 31 2018
Projected Revenue $5,733,534.00
Projected Expenses $5,733,534.00
Endowment Spending Policy Income Only
Endowment Spending Percentage (if selected) 4.5%
Detailed Financials
Revenue and ExpensesHelpFinancial data for prior years is entered by foundation staff based on the documents submitted by nonprofit organizations.Foundation staff members enter this information to assure consistency in the presentation of financial data across all organizations.
Fiscal Year201620152014
Total Revenue$7,787,848$5,611,352$7,169,600
Total Expenses$5,813,534$5,288,959$4,757,230
Revenue Less Expenses$1,974,314$322,393$2,412,370
Revenue SourcesHelpThe financial analysis involves a comparison of the IRS Form 990 and the audit report (when available) and revenue sources may not sum to total based on reconciliation differences. Revenue from foundations and corporations may include individual contributions when not itemized separately.
Fiscal Year201620152014
Foundation and
Corporation Contributions
$1,639,409$355,639$1,351,382
Government Contributions$0$0$243,500
Federal$0$0$0
State$0$0$0
Local$0$0$0
Unspecified$0$0$243,500
Individual Contributions$2,107,803$1,748,745$2,529,236
$0$0$0
$3,018,488$2,690,289$2,429,777
Investment Income, Net of Losses$124,572$16,272$50,648
Membership Dues$0$0$0
Special Events$622,617$452,127$371,491
Revenue In-Kind$223,964$287,471$120,332
Other$50,985$60,809$73,234
Expense Allocation
Fiscal Year201620152014
Program Expense$4,856,872$4,403,413$3,973,894
Administration Expense$252,676$202,124$162,592
Fundraising Expense$703,986$683,422$620,794
Payments to Affiliates$0$0$0
Total Revenue/Total Expenses1.341.061.51
Program Expense/Total Expenses84%83%84%
Fundraising Expense/Contributed Revenue16%27%14%
Assets and Liabilities
Fiscal Year201620152014
Total Assets$13,224,313$12,671,957$6,166,889
Current Assets$3,461,516$3,117,485$2,117,400
Long-Term Liabilities$3,580,950$5,078,539$1,714,844
Current Liabilities$1,129,806$1,054,175$647,515
Total Net Assets$8,513,557$6,539,243$3,804,530
Short Term Solvency
Fiscal Year201620152014
Current Ratio: Current Assets/Current Liabilities3.062.963.27
Long Term Solvency
Fiscal Year201620152014
Long-Term Liabilities/Total Assets27%40%28%
Top Funding Sources
Fiscal Year201620152014
Top Funding Source & Dollar AmountProgram Revenue $3,018,488Program Revenue $2,690,289Contributions and Gifts $2,529,236
Second Highest Funding Source & Dollar AmountContributions, Gifts and Grants $2,107,803Contributions, Gifts, and Grants $1,748,745Program Service Revenue (Earned) $2,429,777
Third Highest Funding Source & Dollar AmountFoundations and Corporations $1,639,409Fundraising Events $452,127Foundations and Corporations $1,351,382
IRS Letter of Exemption
Capital Campaign
Is the organization currently conducting a Capital Campaign for an endowment or the purchase of a major asset? No
Capital Campaign Anticipated in Next 5 Years? Yes
State Charitable Solicitations Permit
TN Charitable Solicitations Registration Yes - Expires Nov 2017
Solicitations Permit
Charitable Solicitations Permit
Organization Comments


Nashville Ballet received an “unqualified opinion” or clean audit for the sixth year in a row, indicating strong and consistent fiduciary management and leadership. In addition to balancing the budget in fiscal 2016 for the sixth straight year amidst significant growth, the Ballet again made a contribution to cash reserves, as well as paid down a substantial portion of the capital debt/mortgage (30%). In summer 2016, ELEVATE, the $5.5 million fundraising capital campaign to build the future of Nashville Ballet through primary facility expansion and renovation was successfully completed. The endowment value has grown from nothing to over one million in five years without an endowment campaign or planned giving campaign. During the same period, NB's ability to increase reserve funding has created opportunity to take artistic and financial risks which has only furthered overall financial success and strength.

 
GivingMatters.com Financial Comments
Financial figures taken from audit.
Financial documents prepared by Kraft CPAs PLLC.
Comments provided by Kathryn Bennett 1/31/17
Nonprofit Nashville Ballet
Address 3630 Redmon Street
Nashville, TN 37209 4827
Primary Phone (615) 297-2966
Contact Email info@nashvilleballet.com
CEO/Executive Director Mr. Paul Vasterling
Board Chair Mr. Neil Krugman
Board Chair Company Affiliation Waller Law
Year of Incorporation 1986