alberta ballet 2015

Alberta BalletLEDER CASE COMPETITION 2015

Alberta Ballet must capitalize on demand by increasing talent pool and investing in a new facility

Category and Year

2013 2016

Professional Division

115 150

Academic 58 97

Residence 31 64

Total Unique Students

204 311

Growth over three years

34%

Revenues 2011 2012 2013 Performance and Touring Income

$ 4,964,457.00

$ 6,046,811.00

$ 5,157,794.00

Tuition and School Residence $ 1,445,946.00

$ 1,398,534.00

$ 2,169,416.00

Expenses

Personnel $ 4,150,896.00

$ 4,458,259.00

$ 5,552,637.00

Performance, Touring, Creation

$ 2,373,861.00

$ 3,218,798.00

$ 2,847,980.00

Net Loss-$ 114,354.00

-$ 231,712.00

-$ 1,073,407.00 Key Observations

• Alberta Ballet working towards 34% growth in personnel• Performance and touring income have peaked as a result of limited facility space• Talent pool insufficient to increase quantity of performances

Key deciding factors related to investing in facility and expanding programs

Factors Decision

• Rent space to alleviate already full dance studios• Increasing quantity of “low cost” performances across

Alberta• Widen talent pool through junior and senior high programs• Begin developing “Alberta II” – semi-professional

performances

• $90 million facility investment• Expansion of programs• Increased touring of professional and semi-professional teams• Increase season length to 52 weeks, two 26-week seasons• International Tours

Current Situation

Where are we now?

• Performance demand is at an all-time high and supply of professional dancers is insufficient

Considerations• How will recruiting

process take place?• How to solve

logistical problems?

• How are infrastructure issues addressed?

Strategy• Increased

emphasis on High School Programs

• Consolidate administrative duties

• Long-term facility upgrade, short-term rentals

Where we want to be

• Increased revenues generated from semi-professional/professional dance groups enabling expansion, cultivation of talent, and matching demand

Matching demand for service• Expensive leases• Lack of funds for new facility• Consolidation of Calgary-based operations• Insufficient supply of professional dancers

• Limited 46-week season

• Need more studios for training

Key Issues

Action plan that will enable growth, match demand, and alleviate pressure on limited number of dancers First steps

Establish framework

Continuing Progress

Sustain Results

• Rent new facility for studios for initial progress• Progress on facility approval• Coordinate new junior and senior high-school programs

• Completion of new facility• Development of programs• Increasing number of professional dancers to meet demand

• Identify primary target markets for programs• Begin planning process of consolidating locations in Calgary• Utilize international relationships to promote fundraising of new state-of-the-art facility

• Maintain logistical efficiencies• Aggressive marketing for new dance programs• Continue increasing investment in Alberta II to cultivate professional talent

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