The Winter Park Playhouse, Inc.
711 Orange Ave Suite B & C
Winter Park FL 32789
Contact Information
Address 711 Orange Ave Suite B & C
Winter Park, FL 32789
Phone (407) 645-0145
Fax (407) 645-0106
Web and Social Media
Donate with a credit card

The mission of The Winter Park Playhouse is to enhance quality of life by producing and developing year-round professional musical theatre, cabarets and educational outreach programs that entertain, uplift and inspire residents and visitors in Central Florida.

CEO/Executive Director Heather Alexander
Board Chair Dr. Judith Marlowe
Board Chair Company Affiliation Executive Director, Audiology and Professional Relations Worldwide for Natus Medical
IRS Ruling Year 2002
Financial Summary
Revenue vs Expense Bar Graph
Projected Revenue $926,401.00
Projected Expenses $926,401.00

The mission of The Winter Park Playhouse is to enhance quality of life by producing and developing year-round professional musical theatre, cabarets and educational outreach programs that entertain, uplift and inspire residents and visitors in Central Florida.


The Winter Park Playhouse fulfilled its mission and positively impacted the lives of over 25,000 residents and visitors through its Mainstage Series, Spotlight Cabaret Series and educational outreach programs REACH and SHARE.

The five top accomplishments from 2016-2017 were:

1. Producing six Mainstage Musicals and twelve Spotlight Cabarets.

2. Providing quality arts enrichment experiences to over 7,500 underserved children in Title I schools, day nurseries and community centers throughout Central Florida at no cost to them.

3. Launching a new outreach program for homebound senior adults.

4. Increasing annual Series subscribers 9% to 1,057.

5. Bringing in the highest level of earned and contributed income in the theatre’s history

The top five goals for the 2017-2018 include:

1. Purchasing the building where the Playhouse currently rents to ensure long-term sustainability.

2. Increasing annual Series subscribers at least 10% to 1,162.

3. Increasing contributed income to support the existing and new year-round professional programming.

4. Launching and presenting the 1st Annual Florida Festival of New Musicals.

5. Providing uplifting musical theatre experiences to at least 10,000 youth and 1,500 senior adults in underserved communities, at no cost to them.

Independent Research has been conducted on this organization's theory of change or program effectiveness? Yes

The Winter Park Playhouse's top 5 most pressing needs are to:

1. Raising at least $300,000 for a down payment to purchase the building so the non-profit will secure a permanent home.

2. Increase contributed income by $90,000 through cultivating new funding sources. This year, 40% of annual revenue was contributed and 60% was earned.

3. Launch the 1st Annual Florida Festival of New Musicals.

4. Secure corporate sponsors for Mainstage Musicals and the Festival. Each musical costs $42,000-$45,000 to produce.

5. Remedy the parking challenges by hiring a valet or finding alternative parking areas.


Founded in 2002, The Winter Park Playhouse is the only professional musical theatre in Central Florida, one of two in the State and one of eight in the Southeastern region.  It is known for producing high quality musical theatre that entertains, uplifts and inspires thousands of residents and visitors each year.  

The Playhouse is dedicated to preserving the truly American art form of musical theatre, and exclusively produces musicals and cabarets year round. Many productions are new, lesser known or original works and provide residents and visitors with unique theatrical experiences that are not available elsewhere in Central Florida.
The Winter Park Playhouse is one of only four theatres in Central Florida affiliated with Actors’ Equity Association, the professional union of actors and stage managers.  This unique relationship enables the Playhouse to consistently feature exceptional talent year-round and maintain the high level of artistic excellence for which the Playhouse is known.
The Playhouse began 15 years ago with a tiny stage, 60 folding chairs and served only 2,000 people the first year. Thanks to the ongoing passion, dedication and generosity of the professional artists, staff, donors, patrons and volunteers, the Playhouse now resides in a 123-seat beautiful theatre, produces year-round professional musical theatre and serves over 25,000 people each year. 
The year-round musical programming includes:
THE MAINSTAGE SERIES: An annual Series of dynamic musicals, new or rarely produced in the region, which feature professional actors and musicians.
THE SPOTLIGHT CABARET SERIES:  A monthly Series of new cabaret premiers which showcase a different professional artist in a 55-minute "New York" style cabaret in the beautiful lobby bar.
REACH:  An educational outreach program which engages children in uplifting musical theatre experiences (live performances and classes) at their day nurseries, schools and community centers.
SHARE:  An outreach program that enhances the health and quality of life of senior adults by bringing professional musical theatre experiences directly into full-service centers and life care communities.
FLORIDA FESTIVAL OF NEW MUSICALS: A new festival, the only one in Florida and one of two in the Southeast, created to advance the musical theatre genre by fostering the artistic growth  of composers and playwrights and the development of new musicals. Six musicals will be selected and showcased in August of 2017.  


CEO Statement

I have been with the Playhouse since its inception 15 years ago and am so proud to be a part of this extraordinary organization.  Our staff, volunteers, and performers believe wholeheartedly in the importance of musical theatre and its ability to uplift the spirit, touch the heart and transform people of all ages, backgrounds and economic status.  The Playhouse is known for high-quality entertainment but also for its welcoming, comfortable environment where patrons are treated as family members.

The Playhouse has a solid reputation in the community and is regularly recognized for its quality work.  In 2015 and 2016, it was awarded the Ovations Award for “Best Live Theater” and Trip Advisor’s “Certificate of Excellence.”  It was selected 1st runner up for “Best Culture and Arts in Orlando by the Orlando Sentinel in 2012, named “The 2013 Community Organization of the Year” by The Winter Park Chamber of Commerce, and “The 2013 First Quarter Business Recognition Award” by the City of Winter Park Economic Development Advisory Board.
The Winter Park Playhouse is truly unique for many reasons:
1. It is the only professional musical theatre in Central Florida, one of two in the state and one of eight in the Southeastern region.
2. It is the only theatre in Central Florida offering a monthly professional cabaret Series that exclusively premieres new cabarets. 
3. It is one of few theatres in Central Florida affiliated with Actors' Equity Association, the national union of actors and stage managers.
4. It employs professional actors, musicians and technicians for every production, cabaret and outreach program, ensuring quality entertainment experiences for the community.
5. It takes free, professional musical theatre performances directly into Title I elementary schools, engaging the entire student body in a quality arts experience and eliminating the need for costly transportation.
6. The  Board, staff, artists, musicians, technicians, patrons and volunteers treat each other with respect and work together to accomplish the organization's goals. 
I am truly grateful to be a part of The Winter Park Playhouse and look forward to the journey ahead. 


Board Chair Statement

From the moment it was founded, the Winter Park Playhouse has generated energy in the community, ignited enthusiasm among continuously growing audiences, and focused on strategic growth in an era when arts organizations have faced extraordinary financial challenges.  As the President of the Board of Directors and a committed Playhouse supporter from the beginning,  it is truly remarkable to have the opportunity to offer first-class live musical theatre and to promote its positive impact on our community.  

All of us at the Playhouse believe that theatre brings people together- performers, volunteers and audience members- in a  shared experience that buoys the spirit and lifts the heart.   We know that the Playhouse is making a difference in Central Florida and we are determined to fulfill its mission through sound planning and prudent financial stewardship to ensure that it is a permanent asset in the region.
Embarking on this journey was a giant leap of faith for the professional actors who founded it. The Playhouse was born of enormous passion, unending dedication, and very little money.  During the first 6 years, as a 73 seat theatre in the back of a performing arts school, The Playhouse discovered its unique niche; working diligently to produce quality entertainment on a limited budget, attracting larger audiences each season, and cultivating community support. Having achieved regular sell-out performances, the Board of Directors determined that expansion was necessary to ensure financial sustainability. 
In August 2009, the Playhouse opened its doors in a beautiful, newly renovated space providing 123 seats while retaining the intimate environment audiences loved, an expanded stage allowing larger cast productions, and a unique lobby with piano bar offering an opportunity for New York style cabarets in addition to the main stage series.
In 2014 it became apparent that expansion is required to accommodate demand and to secure a permanent location for future opportunities. This decision makes for exciting but uncertain times as The Playhouse confronts the issue of ensuring its longterm financial stability.  The operating budget in the new location doubled during a time when grant funding and private giving decreased. 
Nevertheless, with creative programming, outreach to underserved audiences, and an unwavering commitment to our mission and our community, we have confidence that we will continue to attract new patrons and donors eager to join us in working together to keep professional musical theatre alive in Central Florida.


NTEE Information
Primary Organization Type Arts,Culture & Humanities
Primary Organization SubType Theater
Areas Served
Geographic Areas Served
FL - Orange
FL - Seminole
FL - Volusia
FL - Lake
FL - Brevard
FL - Osceola
Although the Playhouse is located in Winter Park, Florida, the reach expands far beyond the city limits.  The Winter Park Playhouse serves patrons from around the world and has a solid reputation for producing quality, uplifting musical theatre. Last year,  patrons from at least 30 different states, 8 countries and 28 counties outside of Central Florida attended.  In addition, the outreach programs are implemented in elementary schools throughout Orange,Seminole, Lake and Osceola County.
HelpWhat is the organization aiming to accomplish? This is the organization's ultimate goal for intended impact. Research continues to document the transformative and healing power of music and laughter.  They dramatically reduce stress, have short and long term health benefits and contribute to a better quality of life.  

Utilizing the 5-year strategic plan as a guideline, the organization will strive to achieve the following goals:

  • To advance and preserve the original American art-form of musical theatre; 
  • To elevate the cultural status of the region and the state;
  • To diversify the Board of Directors, staff and audience to better represent the world in which we live;
  • To produce unique musical theatre programming that attracts visitors and positively impacts the region's economy;
  • To develop and present new musical theatre works.
  • To foster and support the artistic growth and development of professional actors, musicians, writers and composers.
  • To uplift and inspire Central Florida’s youth through quality educational musical theatre experiences.
  • To improve the health and well-being of Central Florida’s senior citizens through professional musical theatre experiences.
Although 25,000+ people were served last year, the Playhouse’s ultimate goal is to become a thriving arts organization with the necessary resources (staff, facility,financial support) to further expand programming and make quality musical theatre experiences available to the entire community, regardless of their age or financial ability.
HelpWhat are the organization's strategies for its stated long-term goals?

In order to advance the work that will support the Winter Park Playhouse’s mission and accomplish the long-term goals, the Playhouse Board and staff will employ the following strategies:


The Board and staff have been working to secure a permanent home for the theatre. Rent is over $11,000 and between the high cost and short-term leases, the situation is less than ideal and unsustainable. After years of extensive research and an ongoing search, the Board has determined the non-profit should purchase the current building. A commercial appraisal has been done and bank financing secured. The next steps will be to agree on terms with the current owners and raising the required down payment. Acquiring the building will ensure longevity and support artistic growth, accommodate more people, enhance the audience experience and better serve patrons, artists and staff.

Governance and Administration

The current Board and staff are dynamic and work together effectively to operate and manage the organization. As The Winter Park Playhouse continues to grow and expand programming, the need for a larger, more diverse Board and staff is evident. Each year the organization has made strides to increase the size and diversity of the Board of Directors and staff. The Board now has fifteen members, two of whom are non-Caucasian. The goal is to have at least four non-Caucasian members by 2019. A new part-time Executive Assistant was hired in early 2017, bringing staff size up to 8 with 6 full-time and 2 part- time. The goal is to have ten (10) staff by 2019.


As the programming expands, increasing contributed income is critical. The Playhouse has managed to consistently raise enough to cover costs each year, has no debt and has numerous fundraising strategies in place to increase the contributed income including:

· Reaching individual donors though an annual giving campaign

· Increasing grant applications to foundations, state and government agencies

· Organizing and launching a capital campaign

· Participating in a “Go Fund Me” or “Power to Give” fundraising initiative

· Pursuing corporate support and sponsorships

Artistic Programs

The Winter Park Playhouse is committed to artistic excellence and strives to consistently provide top quality musical theatre programming in-house and out in the community. To ensure this the organization plans to:

· Select new musicals that are dynamic, unique and have broad appeal

· Employ the finest professional performers, musicians and technicians

· Launch the 1st Annual Florida Festival of New Musicals in August 2017, the only one of its kind in Florida and one of two in the Southeast

· Expand number of monthly performances in Spotlight Cabaret Series

· Offer public performances in downtown Winter Park

Audience Development

Each year, The Winter Park Playhouse strives to increase and expand its audience and reach in the community. Diversification of audience, Board and artists is a key focus of the strategic plan and The Winter Park Playhouse addresses this by:

· Retaining and expanding the subscriber base

· Reaching out to broader segments of community through targeted marketing in print, on radio and in social media to diversify audience.

· Keeping programming unique, affordable and accessible

· Cultivating new group and visitor business from around the state by working with Visit Orlando, Hello Florida, AAA and tour operators

· Collaborating with other organizations to reach a broader audience

· Diversifying the Board of Directors with a goal of at least 25% non-Caucasian membership.

· Identifying and inviting social, academic and professional groups with diverse memberships.

HelpWhat are the organization’s capabilities for doing this? What resources, capacities, and connections support its progress towards long-term goals? The Winter Park Playhouse has a solid reputation and proven track record for producing high quality musical theatre that positively impacts the Central Florida community.  The ongoing commitment to artistic excellence and the dynamic staff and Board of Directors are driving forces behind the success of the organization.

The Winter Park Playhouse has a dedicated staff and Board made up of highly qualified professionals with diverse backgrounds in leadership, finance, management, theatre, education, marketing and sales. There are currently 15 Board members, 6 full-time staff, 2 part-time staff, 80 part-time artists, musicians and technicians and 100+ volunteers.

Dr. Judith Marlowe, Board President and Executive Director for Natus International, has 40+ years of management and leadership experience. Roy Alan, Artistic Director, has worked for 50+ years in the theatre. Heather Alexander, Executive Director, has 25+ years of experience in management, theatre and sales. Lisa Melillo, Director of Marketing, has 30+ years of experience in tourism, sales & marketing.
HelpHow will the organization know if it is making progress? What are the key qualitative and quantitative indicators against which the organization assesses its progress toward its intended impact? Clear indicators of the Playhouse’s progress will include increases in attendance, annual subscriptions, earned and contributed income and numbers of underserved children and adults served. This information is collected through an online ticketing/donation database and evaluated on a weekly basis.
HelpWhat has and hasn’t been accomplished so far? The theatre opened in 2002 in the back of a performing arts school at 711 Orange Avenue with only 50 seats, but produced 3 shows and
served 2,100 people.  Year after year, the Playhouse has consistently expanded programming and the facility to meet the growing demand and needs of the community. 
Today, The Winter Park Playhouse has 123 seats and serves over 25,000 patrons annually. Since 2002, The Playhouse has produced 90 musicals and 75 cabarets, enriching the lives of more than 172,000 residents and visitors. Its exceptional educational outreach program has provided free musical theatre experiences to over 62,000 underserved children at schools and community centers throughout Central Florida. According to the Americans for the Arts Economic Prosperity Calculator, The Winter Park Playhouse’s economic impact on Winter Park will surpass $1,326,000 this year.

A professional consultant was hired in 2014 to conduct a second market feasibility study to ensure the Playhouse is meeting the needs of the community.  The results confirmed that the organization is viewed as an important cultural asset that is effectively accomplishing its mission and serving the community in a meaningful way.  The study also concluded that the non-profit should indeed move forward with a building purchase to get out from under the high rent.

The ongoing challenge the Playhouse faces to reach the long term goals is cultivating a higher level of contributed income to offset the high costs of producing professional musical theatre and to help secure a permanent location.    

The 2017-2018 Mainstage Series will include six dynamic musicals featuring professional actors, musicians and technicians and are performed in the intimate 123-seat theatre:

SOME ENCHANTED EVENING: July 28 - August 20, 2017

A beautiful musical revue celebrating the giants of musical theatre, Richard Rodgers and Oscar Hammerstein.

LIFE COULD BE A DREAM: September 15 – October 8, 2017

Florida Premiere! A high-energy musical comedy about a 1960’s doo-wop singing group trying to realize their dreams.

DADDY LONG LEGS: November 17- December 17, 2017

Regional Premiere! An Off-Broadway musical based on the classic novel about a winsome orphan and her mysterious benefactor.

BABES IN HOLLYWOOD: January 26 – February 24, 2018

Florida Premiere! A magical song and dance musical about the legendary careers of Judy Garland and Mickey Rooney.

NUNSENSE A-MEN!: March 16 – April 21, 2018

The original Off- Broadway hysterical musical comedy about a convent of nuns who put on a variety show to raise money, but with all the nuns portrayed by men.

THE HONKY TONK ANGELS: May 11 – June 10, 2018

A musical comedy about three gutsy gals determined to better their lives and follow their dreams.

Population Served Adults
Elderly and/or Disabled
Short Term SuccessHelpOrganizations describe near term achievement(s) or improvement(s) that will result from this program. This may represent immediate outcomes occurring as a result of the end of a session or service.

The short-term success will be determined by the number of patrons attending the theatre, patron satisfaction and series renewals. By the end of the 2017-2018 Series, we intend to increase in-house attendance to 18,500,  increase annual series subscribers by 20% to 1,160 and improve the quality of life for all who attend.  

Long Term SuccessHelpOrganizations describe the ultimate change(s) that will result from this program. This may be far into the future and represent an ideal state.

Through steady growth and improvement of programming and facility, the Playhouse's long-term goal is to positively impact the quality of life and health for all residents and visitors in Central Florida by providing a place for people to come together, escape and share in uplifting professional musical theatre. 

Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact. The success of a theatrical Series is determined by the number of patrons in attendance, the revenue generated and the satisfaction of the patrons. The Playhouse utilizes an online ticketing system which collects and compiles all attendance numbers, addresses and some demographic data. Patron surveys are also utilized to gather additional demographic information, overnight hotel stays and patron feedback. Staff creates reports and reviews data monthly to determine program success.
Examples of SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success.
The success of the Mainstage Series can be seen in the consistent increase in annual Series subscriptions. Over the last year, annual subscribers have increased 10% to as of June 2017, from 967 to 1,057.  As of May 2017, two months before the 17-18 Series begins, ticket pre-sales are more than halfway to the annual revenue goal. See below for positive comments from patrons this year:

Coming for years. Always love your productions.

Since my husband died last June, I really need upbeat performances. Love that music!

Always a nice evening here at the Playhouse. Excellent performances and nice welcoming atmosphere.

Musicals at the Winter Park Playhouse are exceptional! I have been coming to this Playhouse for several years and have enjoyed the musical productions.

Absolutely fantastic! We tell all our friends!

Great venue with excellent productions.

Excellent presentations- well done. Friendly, welcoming staff. 

Great shows always!

We have been to several shows and we absolutely love what you do!!

Great job! Keep it up. A gem in Orlando!

Great shows!

Wonderful experience.

Great Playhouse- love the bar, piano playing, etc. You are very welcoming for a little old lady!! Thanks.

We love all the plays and performers

Outstanding performances!

Love, love this home away from home. So much talent!

Love the ambiance and shows.

Wouldn’t miss a show!

Fabulous theatre!

WP Playhouse is terrific in every way!! I’ve bought season tkts for years!

Always a treat. Excellent shows. A treasure for Central Florida.


Launched in response to a community need that emerged when the economy was struggling, public schools were cutting budgets, and valuable arts programs were being eliminated. One component of REACH provides live performances of Schoolhouse Rock Live! Jr., a musical that teaches history, grammar, math, science, and politics to students in elementary schools throughout Central Florida. Supplemental support materials are distributed to teachers prior to the performances to enhance the overall learning experience.


A second component of REACH is an interactive artist in residency program that gives underserved youth the unique experience of being immersed in musical theater instruction. Weekly classes led by college-educated, professional teaching artists, are offered at schools, community centers,libraries and day nurseries. Age-appropriate classes in music, dance and drama are offered which increase self-confidence, cultivate an appreciation for the arts, and teach students critical life skills such as self-esteem, responsibility, time management, team-work, respect, and discipline.
Population Served Children Only (5 - 14 years)
Children and Youth (0 - 19 years)
Adolescents Only (13-19 years)
Short Term SuccessHelpOrganizations describe near term achievement(s) or improvement(s) that will result from this program. This may represent immediate outcomes occurring as a result of the end of a session or service.
R.E.A.CH has already uplifted and inspired 62,000 children since 2009. Not only do we receive feedback that the arts experience itself is important and a critical component of a well-rounded education, teachers and administrators are thrilled by the educational focus of this musical. Students are fully engaged during performances and their interest in learning increases after the show. Teachers and administrators regularly communicate the short-term successes including stories of:
-Students with behavioral challenges becoming more focused.
-Withdrawn children finding their voices.
-Shy children becoming self-confident.
-Academically challenged children succeeding.
Long Term SuccessHelpOrganizations describe the ultimate change(s) that will result from this program. This may be far into the future and represent an ideal state.

The arts are proven to help close the achievement gap. The collection of research described in Critical Links: Learning in the Arts and Student Academic and Social Development finds that learning in the arts may be uniquely able to boost learning and achievement for young children, students from economically disadvantaged circumstances, and students needing remedial instruction.

The long-term success of R.E.A.CH is to enrich the lives, enhance the educational experience and inspire all underserved elementary children in Central Florida each year through involvement in quality musical theatre programming.

Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact.

The program success is tracked by feedback from the faculty, administrators and students themselves. We  have follow-up discussions and surveys after each performance.

Examples of SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success.
See below for some feedback from participating schools:
"All of our students were incredibly impressed and can’t wait to have them back. It was amazing to see the level of engagement from all students, K-5. I knew the little ones would enjoy it but was taken aback by how much the older students loved it. It was exciting to have a high-energy, engaging presentation that students could relate to and also included academic concepts. The songs were in my head for days! In the days following the presentation, our kids could still be heard talking about their experience." 
“While you were performing for our fifth grade students a teacher tapped me on the arm and pointed out a student to me. This student had a lot of difficulty in class, sitting still and focusing on his work. As I watched him during the performance he stared in rapt attention...I’ve never seen that kind of focus from this student before."
"This program has clearly had many benefits for the students... it has helped many students learn to feel comfortable expressing themselves and showing their creative talents. Thank you so much for working with our students and for brightening their futures!" 
The Spotlight Cabaret Series began in 2009 and was the first of its kind in Central Florida. It features a different professional singer each month performing a 55-60 minute cabaret by the baby grand piano in the Playhouse’s lobby lounge.
The series is unique as it exclusively premieres new cabaret shows and gives patrons an “up close and personal” experience in the intimate space. It also serves as an appealing entertainment option for a younger, more diverse demographic. 
This highly popular series regularly sells out, and has become an artistic launching pad for several local singers. A few of the original cabarets developed at the Playhouse have gone on to debut in prestigious Manhattan venues such as Don't Tell Mama, The Duplex and The Metropolitan Room.
Population Served Adults
Short Term SuccessHelpOrganizations describe near term achievement(s) or improvement(s) that will result from this program. This may represent immediate outcomes occurring as a result of the end of a session or service. In the short-term, the 15-16 Spotlight Cabaret Series will allow the Playhouse to broaden its audience and attract a younger demographic by offering a more affordable entertainment option.  Success will be determined by overall attendance and sales. 
Long Term SuccessHelpOrganizations describe the ultimate change(s) that will result from this program. This may be far into the future and represent an ideal state. The ultimate goal of the Spotlight Cabaret Series is to uplift and inspire patrons while giving artists a safe platform in which to develop and hone their art.
Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact.

The tools used to determine the success of the Spotlight Cabaret Series are attendance, revenue generated, patron satisfaction and the rate of retention. The ticketing system collects relevant data and produces reports on attendance, sales revenue and retention rates. Patron surveys are distributed regularly to gather demographic data and feedback which is compiled and reviewed by the staff.

Examples of SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success. The Spotlight Cabaret Series is a well-loved, very popular entertainment option at the Playhouse. The two monthly performances consistently sell-out and additional performances are often added to accommodate demand.  When the current lobby expansion is completed, the Playhouse will be able to serve at least 20 more patrons per performance.  
Description As seniors age they often develop mobility, vision and other health concerns which make it a challenge to travel. The performing arts, and especially music, have been associated with improvements in mental and physical health. SHARE was created to entertain, uplift and inspire the homebound senior population and enhance their health and quality of life by taking professional musical performances into full-service life care communities.
Population Served Aging, Elderly, Senior Citizens
Elderly and/or Disabled
Short Term SuccessHelpOrganizations describe near term achievement(s) or improvement(s) that will result from this program. This may represent immediate outcomes occurring as a result of the end of a session or service. The short term objective is to utilize musical performances to entertain, uplift and inspire the homebound senior population and enhance their health and quality of life.
Long Term SuccessHelpOrganizations describe the ultimate change(s) that will result from this program. This may be far into the future and represent an ideal state.

The long term goal is to positively impact the senior's mental and physical health. The goal it that they will experience greater happiness, reduced anxiety and depression. They will feel more vital, connected and social and relationships with facility staff, resident neighbors and family will deepen. Memory capabilities will be strengthened in an effort to slow the onset of dementia.

Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact. The Playhouse staff speaks to both staff and residents at each facility or community to track the success of the program.  They have all stated how beneficial this program is for their seniors from both a mental and physical health perspective. The familiar music stimulates memory, evokes joy and lowers stress among participants. 
Examples of SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success. Since December 2016 when the program was launched, the Playhouse has taken eighteen (18) live performances into seven (7)senior day and long-term residential facilities.  Nearly 900 seniors have been engaged to date, and each location will receive four performances by the end of 2017.  The response has been outstanding.  See letters in attached documents.
Description A new festival, the only one in Florida and one of two in the Southeast, created to nurture the development of new musical works and foster the artistic growth of composers and playwrights from around the world. Six new musicals from around the country have been selected and will be showcased during the 4-day festival,  August 24-27, 2017.
Population Served Adults
Short Term SuccessHelpOrganizations describe near term achievement(s) or improvement(s) that will result from this program. This may represent immediate outcomes occurring as a result of the end of a session or service. By the end of the 1st Annual festival, six writing/composing teams from around the country will have their new musicals presented in front of the public, press and industry professionals with hopes to go on to further development. The will provide a unique, informative and educational experience for nearly 2,000 people in the Central Florida community. 
Long Term SuccessHelpOrganizations describe the ultimate change(s) that will result from this program. This may be far into the future and represent an ideal state. The long-term goal of the Florida Festival of New Musicals is to become a nationally recognized event that will foster the development of new musical theatre works. The long-term success will be evidenced in new works that move on to greater development and mounted productions at theatres around the nation/world, thus further advancing the musical theatre genre.  
Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact. One measure of success will be the number of tickets sold and attendance levels, Another will be the feedback collected from the writers, artists and audiences during and after the festival to assess the success from their perspectives. The Playhouse will continue to follow the projects to see how they progress and any long-term successes that occur as a result of the festival.  
Examples of SuccessHelpOrganization's site specific examples of changes in clients' behaviors or testimonies of client's changes to demonstrate program success. To date, the Festival is already proving to be a success in that writers/composers from around the country heard about the new festival and submitted their works. Those whose works were selected will all be present during the festival.  Writing teams are traveling to Winter Park from New York, New Jersey, California and Connecticut.
CEO Comments

The Winter Park Playhouse has experienced significant growth since its inception in 2002. Attendance has steadily increased from 2000 patrons in the first year to 17,900 patrons during the 16-17 Series.  Annual series subscribers have increased 360% in four years. Being one of only two professional musical theatres in the state of Florida, the Playhouse provides a unique form of entertainment that has wide appeal and attracts visitors from around the world.  

This year is off to a solid start. Subscription sales began in February 2017 and annual subscriptions are up to over 1,000.  Overall ticket sales are up compared to last year and annual attendance and sales are projected to increase for the 10th consecutive year. 
Thanks to a generous grant from the Elinor & T.W. Miller, Jr. Foundation, we are thrilled to have launched the new SHARE senior outreach program this year. This grant allows the Playhouse to bring uplifting, quarterly musical theatre programming directly into 7 different full service senior centers and communities in Winter Park.  The goal is to continue to offer this valuable programming to seniors throughout Central Florida.
The 1st Annual Florida Festival of New Musicals is well on its way. New musical submissions from around the country were received in the Fall of 2016 and the panel has selected the final six musicals that will participate in the August festival.  Show titles and descriptions can be found on the Playhouse website. Each selected musical will be performed three times in the four day festival, providing patrons an up-close-and-personal look at the process of developing a musical. 
As the organization continues to grow, there are many opportunities to better serve the community and reach a broader and more diverse audience by expanding programming in-house and out in the community. The primary challenge associated with these opportunities is securing the necessary financial support to sustain the expanded programming. 


Board Chair
Board Chair Dr. Judith Marlowe
Company Affiliation Executive Director, Audiology and Professional Relations Worldwide for Natus Medical
Term Jan 2013 to July 2018
Board Co-Chair
Board Co-Chair
Board Members
NameCompany AffiliationsStatusCertificate*
Mr. Roy Alan Artistic Director of Winter Park PlayhouseVotingYes
Ms. Heather Alexander The Winter Park PlayhouseExofficioYes
Mr. Roger Blauvelt Retired AttorneyVotingNo
Mr. Gordon Blitch Retired CPAVotingYes
Mr. Gary Brewer Retired Non-Profit Executive & MayorVoting
Mr. Jeff Brow Business Owner- The Doggie DoorVotingNo
Mrs. Audrey Byllott Retired BankerVotingYes
Mr. Michael Edwards Professional Actor/DirectorVoting
Ms. F. Escalona Health Care ProfessionalVotingNo
Ms. Cris Heceta Mind Stream AnalyticsVotingNo
Ms. Bonnie Humphrey AAFMAAVotingNo
Dr. Judith Marlowe Executive Director-Natus MedicalVotingYes
Mr. Frederick Meixell AAFFMAVotingNo
Ms. Pamela Peelor Seacoast BankVotingNo
Mr. Tom Sacha Retired BankerVotingYes
*This individual has been awarded a Certificate in Orientation to Board Service by the Edyth Bush Institute for Philanthropy & Nonprofit Leadership at Rollins College,
Board Term Lengths 3
Board Term Limits 3
Board Ethnicity
Asian American/Pacific Islander 1
Caucasian 13
Hispanic/Latino 1
Native American/American Indian 0
Other 0
Other (if specified) 0
Written Board Selection Criteria Yes
Written Conflict of Interest Policy Yes
Percentage of Monetary Contributions 90%
Percentage of In-Kind Contributions 100%
Constituency Includes Client Representation Yes
Standing Committees
Standing Committees
Committee Name
Special Events (Golf Tournament, Walk / Run, Silent Auction, Dinner / Gala)
Additional Board/s Members and Affiliations
Advisory Board
NameCompany Affiliation
Mrs. Anne van den Berg Community Volunteer
CEO Comments
As a small, non-profit organization, The Winter Park Playhouse Board of Directors is a dynamic working board of current and retired professionals.  We meet more often than many, therefore, it can be a challenge to find members of the community willing to commit the time and energy.
Diversity is an ongoing challenge for the organization and the Board continues to seek diverse candidates for Board membership.  The goal is to have at least 25-30% non-Caucasian Board members by 2019.
To further elevate and support the organization, we are developing an International Advisory Committee consisting of professionals in various fields from around the globe who are willing to assist and advise when needed. 
CEO/Executive Director
CEO/Executive Director Heather Alexander
Term Start Jan 2009

Heather co-founded The Winter Park Playhouse in 2002.  She received a BBA in Management from The University of North Florida and has 28+ years experience in management, sales and theater.  She has been a member of Actors’ Equity Association, the professional actor’s union for 25 years, and The American Federation of Television and Radio Artists for 18 years.  


CEO Salary Range $50,001 - $75,000
Number of Full Time Staff 6
Number of Part Time Staff 2
Number of Volunteers 85
Number of Contract Staff 130
Staff Retention Rate 100%
Senior Staff
Title Artistic Director

Roy has over 50 years of experience as a performer, Director, Choreographer, and Artistic Director.  He served as an entertainment manager at Universal Studios Florida for 6 years and has been a member of Actors’ Equity Association, the professional actor’s union, for 36 years. He has directed, choreographed and performed in over 250 productions across the country including Broadway, National Tours, Regional, Stock and Dinner Theater.  He is a member of the Park Avenue Merchants Association and the Central Florida Performing Arts Alliance.  

Title Director of Sales and Marketing

Lisa received her BSA in Communications from Miami University in Oxford, Ohio. She is the former Director of Sales for the Arts & Cultural Alliance and a 25 year veteran of the tourism and group sales industry.  She has worked in the subscription sales department of the John F. Kennedy Center for the Performing Arts in Washington D.C. and held numerous positions for Fortune 500 entertainment organizations including Planet Hollywood Inc. and Hard Rock Café International Inc. where she developed the sales and marketing departments as Vice President of Sales. 

Title Director of Administration and Facilities
Experience/Biography Received his BS with honors in Music Education from Penn State University; Worked for 15 years as Administrator and Project Manager for such companies as Reebok, United Way and the American Pharmacists Association; Served as Box Office Manager, Education Coordinator and Music Director for local theatres and schools; Worked as the Protocol Officer for the United State Embassy in Jakarta, Indonesia for 2 years. 
Organization has Fundraising Plan? Yes
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 5
Date Strategic Plan Adopted Apr 2013
Management Succession Plan Yes
Organization Policies And Procedures No
The Winter Park Playhouse has cultivated numerous community partners as it strives to better serve Central Florida’s residents and visitors. We have ongoing relationships with restaurants, hotels and community organizations, all of which contribute to strengthening the Orlando Arts Brand. Collaborations include:
  • Visit Orlando
  • Visit Florida
  • National Alliance for Musical Theatre
  • AAA
  • Winter Park Chamber of Commerce
  • The Hispanic Chamber of Commerce
  • The Maitland Chamber of Commerce
  • The Winter Park Day Nursery
  • Welbourne Day Nursery
  • The Winter Park Rotary Club
  • The Winter Park Library
  • Orange County Public Schools
  • The City of Winter Park
  • Actors’ Equity Association
  • Hannibal Square Heritage Center
  • United Arts of Central Florida
  • Orlando at Play
  • Park Avenue Merchant's Association
  • The Doubletree Lake Ivanhoe
  • The Sheraton Maitland
  • Bach Festival
  • The Albin Polasek Museum
  • The Alfond Inn
  • WP Scenic Boat Tours
  • Winter Park Fish Company
  • Chez Vincent
  • Dexter's
  • Marlowe's Tavern
  • Carmel Cafe and many more




Actor's Equity Association2003
Rollins College Philanthropy and Nonprofit Leadership Center2012
Americans for the Arts2012
Chamber of Commerce2002
National Alliance of Musical Theatres - Affiliate Member2015
AwardAwarding OrganizationYear
Community Organization of the YearThe Winter Park Chamber of Commerce2012
First Quarter Business Recognition AwardCity of Winter Park2013
Award of ExcellenceTrip Advisor2015
Best Live TheaterTurnstile Media2015
CEO Comments

Perhaps the most striking characteristics of the Board and staff of The Winter Park Playhouse are the mutual respect and support that are manifested in our leadership, management, and team effort at all levels.   All members are active in Central Florida business, civic, and charitable organizations and bring considerable national and international experience in leadership, finance, performing arts and cultural programs, communication, education, and strategic planning.

Staff and Board work effectively side by side to achieve Playhouse goals and objectives.  As the organization grows, we realize the importance of putting organizational measures in place to ensure long term stability and sustainability.  A Fundraising Plan, Disaster Recovery/Business Continuance Policy and Succession Plan are in place. In addition, Organizational Policies and Procedures are under development. 

State Registration Yes
State Charitable Solicitations Permit Yes
State Charitable Solicitations Permit Expiration Month July
State Charitable Solicitations Permit Expiration Year 2017
Fiscal Year
Fiscal Year Start July 01, 2017
Fiscal Year End June 30, 2018
Detailed Financials
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
Government Contributions$0$0$0
Individual Contributions$237,995$171,874$128,563
Investment Income, Net of Losses$6$2$22
Membership Dues$0$0$0
Special Events$46,495$80,188$39,680
Revenue In-Kind$42,504$41,980$37,311
Expense Allocations
Fiscal Year201620152014
Program Expense$662,346$579,031$518,570
Administration Expense$178,478$204,311$162,639
Fundraising Expense$10,984$9,250$3,204
Payments to Affiliates$0$0$0
Total Revenue/Total Expenses1.001.011.04
Program Expense/Total Expenses78%73%76%
Fundraising Expense/Contributed Revenue4%4%2%
Assets and Liabilities
Fiscal Year201620152014
Total Assets$399,359$392,026$359,059
Current Assets$266,908$247,245$250,879
Long-Term Liabilities$2,707$8,376$0
Current Liabilities$225,841$212,184$194,530
Total Net Assets$170,811$171,466$164,529
Top Funding Sources
Fiscal Year201620152014
Top Funding Source & Dollar AmountEarned Revenue $471,097Earned Revenue $466,681Earned Revenue $470,444
Second Highest Funding Source & Dollar AmountIndividuals $237,995Foundations, Corporations and Individuals $171,874Foundations, Corporations and Individuals $128,563
Third Highest Funding Source & Dollar AmountSpecial Events $46,495Special Events $80,188Specials Events $39,680
Short Term Solvency
Fiscal Year201620152014
Current Ratio: Current Assets/Current Liabilities1.181.171.29
Long Term Solvency
Fiscal Year201620152014
Long-Term Liabilities/Total Assets1%2%0%
Capital Campaign
Currently in a Capital Campaign? Anticipated In 3 Years
Campaign Goal 2000000
Capital Campaign Dates July 2017 - June 2019
Capital Campaign Raised-to-Date $0.00 as of 0
Capital Campaign Anticipated in Next 5 Years? Yes
CEO Comments
It is impressive to see the growth The Winter Park Playhouse has realized over the past five years, in light of our relatively small staff and the economic challenges the country has faced. Board and staff have remained faithful to the mission, revenue has consistently increased and the organization has ended the last five years in the black.
Although the Playhouse is a non-profit organization, the staff and Board are committed to responsible growth and conservative fiscal management.  Unlike many non-profits, a large percentage (60-65%) of our total income is earned not contributed.  As a result, the Playhouse has survived while musical theatres are closing around the country.
The ongoing challenge is ascertaining the necessary level of financial support, beyond earned income, to sustain the quality, year-round programming the Playhouse is known for. 
Foundation Comments
Financial figures taken from IRS Form 990. 
Inkind revenue includes noncash as reported on the 990.
2012: Per amended 990, amended form to reconcile with initial audit.
Voluntary Organizations Active in Disaster
Notes Programs listed here are those that are only activated during a disaster. Some organizations have unified budgeting and do not budget by program. Because of this, some budget fields may be blank or represent an approximation. Organization describes previous experience during the immediate response, recovery or rebuilding phases following a disaster.