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 http://www.winterparkplayhouse.org
Video
Mission
Mission

To preserve and elevate the original American art-form of musical theatre by producing and developing professional musicals, cabarets and outreach programs that uplift, inspire and enhance the quality of life for residents and visitors.

Leadership
CEO/Executive Director Heather Alexander
Board Chair Dr. Judith Marlowe
Board Chair Company Affiliation Executive Director, Audiology and Professional Relations Worldwide for Natus Medical
History
IRS Ruling Year 2002
Financial Summary
 
 
Projected Revenue $839,500.00
Projected Expenses $839,500.00
Statements
Mission

To preserve and elevate the original American art-form of musical theatre by producing and developing professional musicals, cabarets and outreach programs that uplift, inspire and enhance the quality of life for residents and visitors.

Impact

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 program REACH. The five top accomplishments from 2015-2016 were:

1. Producing six Mainstage musicals and twelve Spotlight Cabarets.

2. Providing quality arts enrichment experiences to 10,000 underserved children in Title I schools, day nurseries and community centers throughout Central Florida at no cost to them.

3. Expanding the current facility to double the original size by taking over the lease on adjacent property. The nearly 10,000 square foot facility now has the necessary space to offer more lobby space for patrons and support the administrative, technical and production needs of a growing theater.

4. Increasing annual Series subscribers 21% to 967.

5. Voting in three new Board Members.

The top five goals for the current year include:

1. Increasing annual Series subscribers at least 10% to 1063.

2. Providing free, quality arts enrichment experiences to 10,000+ underserved children in Central Florida.

3. Purchasing the currently rented facility so the organization has a permanent home.

4. Increasing contributed income to help support and expand professional programming.

5. Broadening the Board and audience to reflect more diversity.

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

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

1. Secure a permanent facility and eliminating high rent costs. The Playhouse currently spends over $125,000 per year in rent.
 
2. Increase contributed income by cultivating new funding sources.This year, only 35% of annual revenue was contributed. The remaining 65% was earned. 
 
3. Hire a grant writer.
 
4. Secure corporate sponsors for Mainstage musical productions. Each musical costs $42,000-$45,000 to produce.
 
5. Remedy the parking challenges by hiring a valet or finding alternative parking areas.

 


 

Background

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 14 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 musicals and musical comedies from Broadway, Off- Broadway and regional theatre which feature professional actors and musicians.
 
THE SPOTLIGHT CABARET SERIES:  A monthly series that showcases a different professional singer each month in a 55-minute New York-style cabaret in the beautiful lobby bar.
 
REACH:  An assortment of outreach programs created to bring meaningful musical theatre experiences directly to underserved children and adults throughout Central Florida, at no cost to them.
 
FLORIDA FESTIVAL OF NEW MUSICALS: 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 musicals will be selected and showcased in August of 2017.  

 

CEO Statement

I have been with the Playhouse since its inception 14 years ago and am so proud to be a part of this extraordinary organization.  Our staff, volunteers, and performers believe whole-heartedly 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, 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 premiers 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
FL
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.
Goals
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.  

In addition to the goal of preserving and advancing the original American art form of musical theatre, The Winter Park Playhouse is dedicated to improving the health, well-being and quality of life for Central Florida residents and visitors by producing professional musicals, cabarets and educational outreach programs that uplift, entertain, and inspire.

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

STRATEGIC GOALS:

· To advance and preserve the original American art-form of musical theatre.

· 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 diversify the Board of Directors, staff, artists and audience to better represent the world in which we live.

· 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 expand programming and make quality musical theatre experiences available to the entire community, regardless of their age or financial ability.

Strategies
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:

 
Facilities
· Secure 10,000 sq. ft. permanent location in Winter Park that will support artistic growth, accommodate more people, enhance the audience experience and better serve patrons, artists and staff
 
Governance and Administration
· Increase the size and diversity of the Board of Directors
· Expand the staff to include a Development Director
 
Fundraising
· Increase annual individual donor contributions by at least 15%
· Increase grant applications to foundations, state and government agencies
· Organize and launch a capital campaign
· Participate in “Power to Give” fundraising initiative
· Pursue corporate support and sponsorships
 
Artistic Programs
· Research and select new musicals that are unique and have broad appeal
· Attract and employ the finest performers, musicians and technicians
· Produce a New Musical Theatre Festival, 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
 
Education/Outreach Programs
· Expand REACH outreach program to serve 10,000+ students annually
· Offer arts education opportunities at the Playhouse
· Launch SHARE outreach program to bring professional performances to homebound seniors in full-service life care communities
· Bring performances to seniors and children in hospitals
 
Audience Development
· Retain and expand the subscriber base
· Reach out to broader segments of community (age, ethnicity, etc.) to diversify audience.
· Keep programming affordable and accessible
· Cultivate new group business from around the state
· Attract more visitors by working with Visit Orlando, Hello Florida, AAA and tour operators
· Evaluate effectiveness of programs through regular audience surveys
 

 


Capabilities
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 12 Board members, 6 full-time staff, 75 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.
 
To further strengthen the Playhouse’s capacity and help accomplish the 3-5 year goals, the Board will invite 2-3 new members in summer of 2016. 
 
In addition, the Board has expanded  and is currently cultivating an Ambassador’s Council of 20+ diverse members of the community. Additionally, an International Advisory Council will be announced to formally recognize the resources available to The Playhouse for guidance and support.
 

 

Indicators
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 data base and evaluated on a weekly basis.
Progress
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 better serve the community. 

Today, The Winter Park Playhouse has 123 seats and serves over 25,000 patrons annually. Since 2002, The Playhouse has produced 85 musicals and 69 cabarets, totaling 1,500 performances and enriching the lives of more than 160,000 residents and visitors. Its exceptional educational outreach program has provided free musical theatre experiences to over 50,000 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 $1,200,000 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 off-set the high costs of producing professional musical theatre and to help secure an affordable, permanent location.    
Programs
Description
The 2016-2017 Mainstage Series will include six musicals from Broadway, Off- Broadway and Regional theatre. All productions feature professional actors, musicians and technicians and are performed in the intimate 123-seat theatre:
 
I LOVE MY WIFE: July 29 - August 21, 2016
A Tony Award winning Broadway musical comedy set in the 1970's during the sexual revolution.
ALL HANDS ON DECK: September 16 - October 9, 2016
An all singing, all dancing USO Bob Hope style musical. 
A MARVELOUS PARTY: November 11 - 20 & December 1 - 11, 2016
A musical featuring the music and writings of Noel Coward. 
WHY DO FOOLS FALL IN LOVE: January 20 - February 18, 2017
A musical comedy about love and life featuring a score of hits from the 1960's. 
MIDLIFE! THE CRISIS MUSICAL: March 10 - April 8, 2017
A hilarious musical comedy about the trials and tribulations of midlife. 
MURDER FOR TWO: May 12 - 21 & June 1 - 11, 2017 
A musical comedy whodunit featuring two actors and a piano. 
Population Served Adults
Elderly and/or Disabled
Families
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 2016-2017 Series, we intend to increase in-house attendance to 18,500,  increase annual series subscribers by 20% to 1,000 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.

The Playhouse’s ultimate long-term goal is to improve the quality of life and overall health of the residents and visitors in Central Florida by making professional musical theatre experiences that entertain, uplift and inspire accessible to all people.  


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.  We utilize box office reports and surveys to compile attendance, sales, demographic data and comments, which is reviewed by the staff and then the Board of Directors.
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 increased from 802 to 967.  As of of June 2016, annual subscriptions were already at 980 and ticket pre-sales were over $220,000. See below for positive comments from community members:
 
“Thank you for everything you do for Winter Park by giving your time, dedication and tremendous effort to make our community better and a great place to live.” Commissioner Ted B. Edwards
“The cast is exceptionally entertaining…The vocals and characterizations are all top-notch...” BroadwayWorld
“This production is a treat for any fan of well-crafted theater.” Matt Palm, Orlando Sentinel
“Seldom in my life have I laughed, shouted, and cheered for a night in the theater.” Josh Garrick, Turnstile Media Group
“The Winter Park Playhouse soars in delivering this irresistible combination- classic swing songs and excellent voices.” Michael Freeman, Orlando Sentinel
Description

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 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 touched the lives of 50,000 children. 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 feedback from participating schools:
“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." John Welch-Goldsboro Elem.
“This was such an excellent performance and the students were so engaged during the show…There was one little boy in that class who is usually a behavior problem, he sat there smiling, clapping,and swaying to the music...”Nancy Urban- English Estates
"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!" Susan Silverman
Description
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.
 
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
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. 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.

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 musicals will be selected and showcased during the August 2017 Festival.
Population Served Adults
General/Unspecified
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 four day festival, six composers/ playwright teams will have the opportunity to get their new works in front of audiences comprised of industry professionals and the general public.
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 Florida Festival of New Musicals will ideally provide an opportunity for writers and composers to showcase their new musical works on stage in front of industry professionals and the general public. 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 art of musical theatre.  
Program Success Monitored ByHelpOrganizations describe the tools used to measure or track program impact. The success of the festival will be primarily be measured by the number of submissions, quality of the new musical works and attendance.
Comments
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 17,296 patrons during the 14-15 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 March 2016 and annual subscriptions are up to nearly 1,000.  Overall ticket sales are up compared to last year are are annual attendance and sales are projected to increase for the 8th consecutive year. 
   
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. 
 
Our goals are to:
1. Expand the outreach to include performances for homebound seniors.
2. Develop and host the first "New Musical Festival" in 2017, the only one of its kind in Florida.  Staff is currently in the planning stages.
3. Produce larger cast musicals.
4. Expand Cabaret Series to offer more performances each month
 
The primary challenge associated with the above 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 2017
Board Co-Chair
Board Co-Chair
Board
Board Members
NameCompany AffiliationsStatusCertificate*
Mr. Roy Alan Artistic Director of Winter Park PlayhouseVotingYes
Ms. Heather Alexander Executive Director, The Winter Park PlayhouseVotingYes
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. August Byllott Owner- Pact ProsperityVotingYes
Mr. Michael Edwards Professional Actor/DirectorVoting
Ms. F. Escalona Health Care ProfessionalVotingNo
Mrs. Carrie Frye Retired EducatorVotingYes
Ms. Cris Heceta Mind Stream AnalyticsVotingNo
Ms. Bonnie Humphrey AAFMAAVotingNo
Dr. Judith Marlowe Executive Director-Natus MedicalVotingYes
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 ebi.rollins.edu, the Central Florida Partnership www.centralfloridapartnership.org, and the Central Florida Foundation www.cffound.org.
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
Policies
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)
Executive
Finance
Additional Board/s Members and Affiliations
Advisory Board
NameCompany Affiliation
Mrs. Anne van den Berg Community Volunteer
Comments
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.
 
We are pleased to report that we will be inviting two new members to join the Board with their terms beginning July 2016. They bring extensive knowledge, energy and experience with them and we look forward to the new journeys ahead. 
 
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
Email heather@winterparkplayhouse.org
Experience

Heather co-founded The Winter Park Playhouse in 2002.  She received a BBA in Management from The University of North Florida and has 27+ 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
Staff
Number of Full Time Staff 6
Number of Part Time Staff 2
Number of Volunteers 85
Number of Contract Staff 68
Staff Retention Rate 100%
Senior Staff
Title
Experience/Biography
Title Artistic Director
Experience/Biography

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
Experience/Biography

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. 
Plans
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
Other
Collaborations
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
  • Hello Florida
  • 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
  • Boys and Girls Club of America
  • Orange County Public Schools
  • The City of Winter Park
  • Actors’ Equity Association
  • Hannibel Square Heritage Center
  • United Arts of Central Florida
  • Orlando at Play
  • Park Avenue Merchant's Association
  • The Grand Bohemian Hotel
  • The Sheraton Maitland
  • Bach Festival
  • The Albin Polasek Museum
  • The Alfond Inn
  • WP Scenic Boat Tours
  • Winter Park Fish Company
  • Chez Vincent
  • Park Plaza Gardens Hotel & Restaurant
  • Marlowe's Tavern
  • Carmel Cafe

 

 



 


 
Affiliations
AffiliationYear
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
Awards
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.  We are currently working with a professional fundraising consultant to develop a fundraising plan.  A business continuation insurance policy is currently in process.  In addition, both a management succession plan and the 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 2016
Fiscal Year
Fiscal Year Start July 01, 2016
Fiscal Year End June 30, 2017
Documents
Form 990s
YearDocument
2015990
2014990
2013990
2012990
2011990
2010990
2009990
2008990
2007990
2007990
2006990
IRS Letter of Determination
501C3 IRS Letter
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 Year201520142013
Foundation and
Corporation Contributions
$0$0$57,247
Government Contributions$0$0$0
Federal$0$0$0
State$0$0$0
Local$0$0$0
Unspecified$0$0$0
Individual Contributions$171,874$128,563$78,257
$0$0$0
$466,681$470,444$356,550
Investment Income, Net of Losses$2$22$0
Membership Dues$0$0$0
Special Events$80,188$39,680$33,121
Revenue In-Kind$41,980$37,311$47,883
Other$38,804$38,062$31,221
Expense Allocations
Fiscal Year201520142013
Program Expense$579,031$518,570$414,575
Administration Expense$204,311$162,639$146,069
Fundraising Expense$9,250$3,204$2,293
Payments to Affiliates$0$0$0
Total Revenue/Total Expenses1.011.041.07
Program Expense/Total Expenses73%76%74%
Fundraising Expense/Contributed Revenue4%2%1%
Assets and Liabilities
Fiscal Year201520142013
Total Assets$392,026$359,059$320,191
Current Assets$247,245$250,879$198,582
Long-Term Liabilities$8,376$0$0
Current Liabilities$212,184$194,530$185,335
Total Net Assets$171,466$164,529$134,859
Top Funding Sources
Fiscal Year201520142013
Top Funding Source & Dollar AmountEarned Revenue $466,681Earned Revenue $470,444Earned Revenue $356,550
Second Highest Funding Source & Dollar AmountFoundations, Corporations and Individuals $171,874Foundations, Corporations and Individuals $128,563Individuals $78,257
Third Highest Funding Source & Dollar AmountSpecial Events $80,188Specials Events $39,680Foundations and Corporations $57,247
Solvency
Short Term Solvency
Fiscal Year201520142013
Current Ratio: Current Assets/Current Liabilities1.171.291.07
Long Term Solvency
Fiscal Year201520142013
Long-Term Liabilities/Total Assets2%0%0%
Capital Campaign
Currently in a Capital Campaign? Anticipated In 3 Years
Campaign Goal 3000000
Capital Campaign Dates July 2016 - June 2026
Capital Campaign Raised-to-Date $0.00 as of 0
Capital Campaign Anticipated in Next 5 Years? Yes
Comments
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 (65%) of our total income is earned not contributed.  As a result, the Playhouse has survived while musical theatres are closing around the country.
 
Since we don't yet have a Development Director or grant writer, the ongoing challenge is ascertaining the 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.