The real nuts and bolts.....FINANCIALS

Seeing that we are facing a trying economic time, have you ever wondered about the fiscal responsibility of a particular non-profit organization. As part of a non-profit status, financial information is public information. Guidestar is the place to get that information.

Guidestar states:

If you care about nonprofits and the work they do, then you're affected by what GuideStar does—even if this is your first visit to www.guidestar.org. You see, we gather and publicize information about nonprofit organizations. Our reach is far and wide. Our database is broad and deep.

GuideStar's mission is to revolutionize philanthropy and nonprofit practice by providing information that advances transparency, enables users to make better decisions, and encourages charitable giving.

We encourage nonprofits to share information about their organizations openly and completely. Any nonprofit in our database can update its report with information about its mission, programs, leaders, goals, accomplishments, and needs—for free. We combine the information that nonprofits supply with data from several other sources. You'll find GuideStar data:

• on this Web site
• on our many partners' websites.
• in computer applications used by funding entities and private companies who work with nonprofits

If you're new to GuideStar, check out our demo for new users to learn more about finding the nonprofit information you need. Then start searching our site-it's free! You'll get even more information if you complete ourregistration form and log in-also free!

Why are we so passionate about nonprofit information? Because the best possible decisions are made when donors, funders, researchers, educators, professional service providers, governing agencies, and the media use the quality information that we provide. Those decisions affect our world today and will continue to affect it for generations to come.

Job Description. Part VII- Executive Director

JOB DESCRIPTION FOR EXECUTIVE DIRECTOR

In a typical dance organization there are two people on the top of the leadership pyramid. The artistic director that I have previously described and then the executive director of whom I will mention here. The executive director is essentially the financial and business head of the organization, the CEO of the non-profit. Together the artistic and exectutive director are the right and left brain respectively.

As mentioned in previous posts, each organization has its own inter workings; with today's tight economy, there are an increasing number of organizations that utilize one person to wear both the artistic and executive hats. But here is a summary of the executive duties of a non-profit organization.

The United Way of King County offers a plethora of non-profit governance resources. Including the following job description for executive directors by Jan Masoaoka:

At a recent gathering of nonprofit CEOs (executive directors) it was amazing how many people didn't have job descriptions - and almost no one had one that had been recently updated. Too often boards only look at the executive director's job description when they're unhappy with their executive or when they're hiring a new one. If you're writing or rewriting a job description, it may be helpful to have one for comparison. I've taken my job description as executive director of CompassPoint Nonprofit Services - one of the Board Cafe's co-publishers - and made it a bit more "generic" to serve as a template. Whatever job description you use, test to see that it both provides everyday guidance for the executive director and can serve as an evaluation tool at the end of the year. AND be sure to revisit and revise the job description as the job and the organization change.


Executive Director

The Executive Director is the Chief Executive Officer of ____________. The Executive Director reports to the Board of Directors, and is responsible for the organization's consistent achievement of its mission and financial objectives. In program development and administration, the Executive Director will:


Specific committee responsibilities:

1. Assure that the organization has a long-range strategy which achieves its mission, and toward which it makes consistent and timely progress.

2. Provide leadership in developing program, organizational and financial plans with the Board of Directors and staff, and carry out plans and policies authorized by the board.

3. Promote active and broad participation by volunteers in all areas of the organization's work.

4. Maintain official records and documents, and ensure compliance with federal, state and local regulations.

5. Maintain a working knowledge of significant developments and trends in the field.
   
   
   

In communications, the Executive Director will:

1. See that the board is kept fully informed on the condition of the organization and all important factors influencing it.

2. Publicize the activities of the organization, its programs and goals.

3. Establish sound working relationships and cooperative arrangements with community groups and organizations.

4. Represent the programs and point of view of the organization to agencies, organizations, and the general public.
   
   
   

In relations with staff, the Executive Director will:

1. Be responsible for the recruitment, employment, and release of all personnel, both paid staff and volunteers.

2. Ensure that job descriptions are developed, that regular performance evaluations are held, and that sound human resource practices are in place.

3. See that an effective management team, with appropriate provision for succession, is in place.

4. Encourage staff and volunteer development and education, and assist program staff in relating their specialized work to the total program of the organization.

5. Maintain a climate that attracts, keeps, and motivates a diverse staff of top quality people.
   
   
   

In budget and finance, the Executive Director will:

1. Be responsible for developing and maintaining sound financial practices.

2. Work with the staff, Finance Committee, and the board in preparing a budget; see that the organization operates within budget guidelines.

3. Ensure that adequate funds are available to permit the organization to carry out its work.

4. Jointly, with the president and secretary of the board of directors, conduct official correspondence of the organization, and jointly, with designated officers, execute legal documents.

Job Description. Part V- Marketing Director

A cool new logo from Ballet Oklahoma.

The job of the marketing director is truly to get "butts in seats". Interestingly again the position varies company to company as sometimes the job is outsourced to an advertising firm.

Cedar Lake Contemporary Ballet has some of the best marketing that I have seen particularly in respect to internet presence and interactivity. Additionally the company that I dance for has recently embarked on guerrilla marketing through fall fashion. The company dancers now have beautiful jackets embroidered with our names and company logo; the public can purchase various socks, shirts and pants as well as car magnets! If you want to pimp up your car with a magnet you can contact American Repertory Ballet through their website.

The marketing director of American Repertory Ballet, Christine Bragg writes of her job, "it’s my job to get our name out there. That entails: writing and disseminating press releases, creating performance marketing campaigns with online advertising, print advertising, and ground marketing, coordinating electronic communication with e-newsletters and facebook/myspace groups, planning and coordinating special events like post-performance receptions, handling comp tickets for performances, and meeting press at events and performances, just to name a few

Job Description.

This blog is intended to be the beginning of a series of entries breaking down the various departments and jobs within a nonprofit dance organization. (And yes there are for profit dance organizations out there! Momix and Cedar Lake Contemporary Ballet just to name a few).

I find the position of dancer the easiest job to relate. But what, in this economic time, is the job description of such a title? Honestly I have never been provided a job description, have you? Then, there is the competition within the field to consider. When auditions roll around, not only do we willingly provide discriminatory information such as age and weight, but we have little idea of salary range or job description for the employment which we strive. In my experience, the label "dancer" has been redefined as I have sought to help the organization in whatever means possible. Unless you are employed in a large company- by Dance USA data defined as a budget of $5 million or greater- time spent in the studio, or on stage, is just the beginning of the duties of "dancer". (Check back here later this year or with Dance USA for exciting research on salary and other employment comparisons).

Ballet dancers have always been responsible for sewing their own pointe shoes. I consider it a bond that is formed with the primary tool of the genre. Of course reviewing new choreography is always the "homework" of the dancer. I have spent countless hours pushing aside furniture to review choreographic material or writing counts or intentions in a journal.

Anja Gallagher-Syfrig currently a director of a small company in Switzerland notes... "Dancing for "someone else" usually just involved rehearsing and sewing costumes, maybe doing some research on a certain topic that a piece was focusing on, or teaching in a little outreach project in a nearby school." Anja was a member of Ballet of the Dolls in Minneapolis. The "dolls" as they are lovingly referred to are an "all hands on deck" kind of organization where dancers regularly sew costumes, build sets, help each other rehearse. Recently they acquired and renovated their own theater; the dancers did much of the work themselves.

I have previously worked for a company where I handled the daily schedule (I didn't create the schedule, but rather gathered the information and noted it in a public space for the company members), I ordered and distributed shoes, and I transported and laundered costumes. It was very rewarding to have responsibility beyond dancing. I saw great benefits to fellow co-workers and in the stress levels of my boss! I have also served as a company representative mediating issues between the dancers and the staff or board.

A university database that provides job descriptions summarizes,

"Dancing is very difficult, strenuous work, and the hours of rehearsal can be tedious and exhausting. Most dancers remain in the field only because they love to dance and would not be happy in any other occupation. Dancers often work nights and weekends, which is when performances are generally scheduled. They also travel frequently because large dance companies usually take their shows on tour.

Many professional dancers are members of one of several unions, depending on the type of dancing they do and in what medium they perform. Generally dancers work thirty hours per week, including rehearsals, matinees, and evening performances; however, individual dancers often negotiate separate contracts with producers in order to receive higher salaries or shorter working hours.

According to the U.S. Bureau of Labor Statistics, the median hourly income for dancers is $8.54. Because dancers often hold short-term jobs that range in length from one day to three months, employment can be characterized as irregular at best. Salary varies widely. Dancers who work with performing arts companies earn a median income of $14.82 per hour.

Competition for employment as a dancer is expected to remain very keen through the year 2014. The number of dancers who seek professional careers will continue to exceed the number of job openings. Only the most talented dancers will find regular employment.

Approximately 20 percent of dancers are self-employed, meaning they receive no benefits. Unionized dancers receive some paid sick leave and vacations, as well as health insurance benefits."

Dancing is definitely a lifestyle choice. One must always serve the art first and foremost. Putting in six-hour rehearsal days doesn't sound like much, but the work truly exceeds the tally of hours. (Interestingly note- I just learned of dancers who only spend three hours per day rehearsing in the studio. While that may be all the work they need, it is not typical of the workload in mid-sized companies).

PS- another resource for information about the dancer- The American Dance Guild.

Figures hot off the press.

I received a publication today from Dance USA that was a compilation of dialogues at Jacobs's Pillow. While the material is primarily geared to presenting organizations, there is some very valuable information for the artists. Whether a creator or an interpretor of dance, knowing the audiences' and presenters' interests can be helpful.

And what does a presenting organization mean to a dancer? If you are a member of a small company, it can be the impetus for creating a new work or performing opportunity. For a larger company that already has an existing season, it can mean another week of work or another performance. Usually it involves traveling or touring.

Here are a couple of budget charts from the publication "Presenting Dance" by Mindy Levine.

Small company figures:

And of course larger company figures:


My husband- a retired dancer- has a great phrase about the economics of dance. He speaks about dance performance as being an experience "produced and consumed at the same moment." It is a wonderfully poetic image, but one that presents difficulty in raising funds to support the creation of dance.

And what does this mean to a dancer? To me, it is inspiration that every performance needs to be better because it truly only exists once. Additionally, knowing the economics (to some degree) creates that opportunity for me to be an ambassador of my art and for the company in which I dance. To speak knowledgeably to donors and audience members about the need for support keeps my job vital.

We are the face of dance.

Another interesting set of figures- although not hot off the press!

As of September 2006, there are 76 dance companies in America with operating budgets of $1 million or more.
- 58 of these are ballet companies.
- 18 of these are modern/contemporary companies.
- 35 of these are currently members of Dance/USA.