Odc

“Henry erlich, director is the husband of brenda way, artistic director/officer justin erlich, director is the son of brenda way, artistic director/officer justin erlich and jessica bixby, directors, are husband and wife”

“Form 990 is distributed via email, and comments are tracked by the executive director and the chief of staff.”

“Nom/gov chair of board circulates annual survey for policy compliance. Policies are introduced to the board during the on-boarding process. Staff and executive committee annually review interested party status, professional affiliations,etc.”

“Form 990, part vi, line 15a- compensation process for top officials the board of directors' determines the executive and founding artistic directors compensation. The executive director determines the compensation for the rest of the staff. Form 990, part vi, line 15b- compensation process for officers the board of directors' determines the executive and founding artistic directors compensation. The executive director determines the compensation for the rest of the staff.”

“Governing documents are available for public inspection at the principal place of business. The conflict of interet policy and the organization's financial statements are available upon request”

“In 2024, odc continued navigating significant fiscal challenges driven by: -sharp increases in operating costs; -the withdrawal of long-time foundation and corporate funders from the sf bay area arts sector -the negative impact of national media narratives portraying san francisco's "doom loop," which -damaged perceptions of safety and cleanliness and reduced local engagement; and -the irs's temporary halt in processing ertc credits, delaying nearly $1 million in eligible funds. To address these challenges, odc implemented a hiring freeze outside of revenue generating roles; paused new program development, and launched the quiet phase of a capital campaign to: -transform its newest campus building (purchased in 2022); -recapitalize the board-designated artistic venture + innovation fund (avif), which supports programs and innovation; and -build the permanent endowment to ensure long-term stability. After drawing down the avif to balance the 2023 budget, recapitalization became essential. Odc's fiscal resilience in 2023/24 stands in contrast to many 50+ year-old nonprofits and small businesses in the region that closed permanently. Throughout 2024, odc's continuing programs grew in importance to its community, the contemporary dance field, and the bay area arts ecosystem. The organization remained one of the last five regional providers, or the sole provider, of critical services such as: -mentorship and business incubation for dance artists; -$25/hour dance-making space; -50% subsidized "arts access" class and ticket rates; -employment for dance artists, educators, and creative professionals -cultural activation of the mission district and yerba buena arts corridor. Odc's rental discount initiative, curated by a panel of guest artists and community leaders, granted hundreds of hours of discounted and fully subsidized studio and meeting space to artists, peer organizations, and local nonprofits. Odc remains one of only five bay area organizations renting studios at or below $25/hour. The organization continued rebuilding its in-person class offerings in odc school and odc health, recruiting and re-hiring faculty, expanding class schedules, and extending incubation periods for new offerings (eg allowing longer periods of development before imposing assessment of roi and mission impact and subjecting them to cancellation for lack of initial attendance). By year-end, odc school enrollment reached 8,695 students, up from 2,513 in 2023, and restored the school's schedule to 200 weekly classes, matching pre-pandemic levels. The teaching and accompanist roster grew to 130, up from 96 in 2023 and surpassing 2019's 102. Odc's scholarship program supported 10% of youth and teen participants (up from 9% in 2023), awarding $63,594 in assistance, an increase from $52,258 in 2023, reflecting rising community need. Odc's 11-member professional dance company maintained 48 weeks of continuous employment, with benefits continued through a 4-week unpaid layoff. This is among the most generous contracts in u.s. Dance. Odc health continued providing cross-training, recovery programs, and access to the publicly accessible healthy dancers' clinic, earning national recognition as a model for dancer wellness. In its 38th annual production of the velveteen rabbit, odc provided free performances and standards-based educational materials (over 7 hours of lessons) to 1,280 title i elementary students, plus discounted access for 798 additional students, teachers, and families. Educational guides and activity books were distributed in multiple languages. Odc also expanded its digital platform, connect, to reach new audiences and deliver hybrid programming. Since its founding, odc's professional company has performed for over 2 million people in 44 states and 13 countries, premiering 146+ original works by choreographers brenda way, kimi okada, kt nelson, and guest artists including catherine galasso, sonja delwaide, dexandro montalvo, and amy seiwert. Follow”

“Accessibility services: program service expenses 4,785. Management and general expenses 0. Fundraising expenses 0. Total expenses 4,785. Grant writer: program service expenses 0. Management and general expenses 0. Fundraising expenses 4,200. Total expenses 4,200. Other professional services: program service expenses 84,628. Management and general expenses 420,969. Fundraising expenses 0. Total expenses 505,597. Payroll processing: program service expenses 10,613. Management and general expenses 21,226. Fundraising expenses 3,538. Total expenses 35,377. Production: program service expenses 324,831. Management and general expenses 41,264. Fundraising expenses 49,516. Total expenses 415,611. Rhythm and motion: program service expenses 415,942. Management and general expenses 0. Fundraising expenses 0. Total expenses 415,942. Video production: program service expenses 15,412. Management and general expenses 0. Fundraising expenses 0. Total expenses 15,412.”

“The process has not changed from prior year.”