Central Florida Community Arts Inc.
Central Florida Community Arts Inc.
250 SW IVANHOE BLVD
Orlando FL 32804-6852
Orlando FL | IRS ruling year: 2012 | EIN: 45-2324172
Organization Mission
Mission not available
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250 SW IVANHOE BLVD
Orlando FL 32804-6852
Orlando FL | IRS ruling year: 2012 | EIN: 45-2324172
Organization Mission
Mission not available
Great
This charity's score is 90%, earning it a Four-Star rating. If this organization aligns with your passions and values, you can give with confidence.
This overall score is calculated from multiple beacon scores, weighted as follows: 80% Accountability & Finance, 10% Leadership & Adaptability, 10% Culture & Community. Learn more about our criteria and methodology.
We recognize that not all metrics and beacons equally predict a charity’s success. The percentage each beacon contributes to the organization’s overall rating depends on the number of beacons an organization has earned.
Use the tool below to select different beacons to see how the weighting shifts when only one, two, or three beacons are earned.
Rating histories are available for a growing number of rated organizations. Check back later to see if this organization has a rating history!
Central Florida Community Arts Inc. has earned a 88% for the Accountability & Finance beacon. See the metrics below for more information.
This beacon provides an assessment of a charity's financial health (financial efficiency, sustainability, and trustworthiness) and its commitment to governance practices and policies.
This Accountability & Finance score represents IRS Form 990 data up until FY 2021, which is the most recent Form 990 currently available to us.
Learn more
Charity Navigator looks for at least 3 board members, with more than 50% of those members identified as independent (not salaried).
The presence of an independent governing body is strongly recommended by many industry professionals to allow for full deliberation and diversity of thinking on governance and other organizational matters.
Source: IRS Form 990
An Audit, Review, or Compilation provides important information about financial accountability and accuracy. Organizations are scored based on their Total Revenue Amount:
Total Revenue Amount | Expectation to Receive Credit |
---|---|
$1 million or higher | Expected to complete an audit |
$500,000 - $1 million | Expected to complete an audit, review, or compilation |
Less than $500,000 | No expectation (removed from scoring methodology) |
Source: IRS Form 990
Charity Navigator looks for the existence of a conflict of interest policy on the Form 990 as an accountability and transparency measure.
This policy protects the organization and by extension those it serves, when it is considering entering into a transaction that may benefit the private interest of an officer, director and/or key employee of the organization.
Source: IRS Form 990
Charity Navigator looks to confirm on the Form 990 that the organization has this process in place as an accountability and transparency measure.
An official record of the events that take place during a board meeting ensures that a contemporaneous document exists for future reference.
Source: IRS Form 990
Charity Navigator looks for the existence of a document retention and destruction policy per the Form 990 as an accountability and transparency measure.
This policy establishes guidelines for the handling, backing up, archiving and destruction of documents. These guidelines foster good record keeping procedures that promote data integrity.
Source: IRS Form 990
Charity Navigator looks for the existence of a whistleblower policy per the Form 990 as an accountability and transparency measure.
This policy outlines procedures for handling employee complaints, as well as a confidential way for employees to report financial or other types of mismanagement.
Source: IRS Form 990
Charity Navigator looks for a website on the Form 990 as an accountability and transparency metric.
Nonprofits act in the public trust and reporting publicly on activities is an important component.
Source: IRS Form 990
The Liabilities to Assets Ratio is determined by Total Liabilities divided by Total Assets (most recent 990). This ratio is an indicator of an organization’s solvency and/or long-term sustainability.
Liabilities to Assets Ratio | Amount of Credit Received |
---|---|
Less than 50% | Full Credit |
50% - 59.9% | Partial Credit |
60% or more | No Credit |
Source: IRS Form 990
The Program Expense Ratio is determined by Program Expenses divided by Total Expense (average of most recent three 990s). This measure reflects the percent of its total expenses a charity spends on the programs and services it exists to deliver.
Program Expense Percentage | Amount of Credit Received |
---|---|
70% or higher | Full Credit |
60% - 69.9% | Partial Credit |
50% - 59.9% | Zero Points for Program Expense Score |
Below 50% | Zero Points for Both Program Expense AND Liabilities to Assets Scores |
Source: IRS Form 990
No Data Available
Revenue and expense data is not available for this organization. This data is only available if this charity has at least one year of electronically-filed Form 990 data filed within the last six years.
No Data Available
Key Persons data is currently unavailable for this organization. This data is only available if this charity has at least one year of electronically-filed Form 990 data filed within the last six years.
Below are some key data points from the Exempt Organization IRS Business Master File (BMF) for this organization. Learn more about the BMF on the IRS website
Foundation Status:
Organization which receives a substantial part of its support from a governmental unit or the general public 170(b)(1)(A)(vi) (BMF foundation code: 15)
Affiliation:
Independent - the organization is an independent organization or an independent auxiliary (i.e., not affiliated with a National, Regional, or Geographic grouping of organizations). (BMF affiliation code: 3)
The Form 990 is a document that nonprofit organizations file with the IRS annually. We leverage finance and accountability data from it to form Encompass ratings. Click here to search for this organization's Forms 990 on the IRS website (if any are available). Simply enter the organization's name (Central Florida Community Arts Inc.) or EIN (452324172) in the 'Search Term' field.
Not Currently Scored
Central Florida Community Arts Inc. cannot currently be evaluated by our Impact & Results methodology because either (A) it is eligible, but we have not yet received data; (B) we have not yet developed an algorithm to estimate its programmatic impact; (C) its programs are not direct services; or (D) it is not heavily reliant on contributions from individual donors.
Note: The absence of a score does not indicate a positive or negative assessment, it only indicates that we have not yet evaluated the organization.
Learn More
No 990 Program Data Found
Central Florida Community Arts Inc. has earned a 100% for the Culture & Community beacon. See the metrics below for more information.
This beacon provides an assessment of the organization's culture and connectedness to the community it serves.
Learn more
30% of beacon score
This organization reported that it is collecting feedback from the constituents and/or communities it serves. Charity Navigator believes nonprofit organizations that engage in inclusive practices, such as collecting feedback from the people and communities they serve, may be more effective.
Who are the people you serve with your mission? Describe briefly.
We serve individuals across Central Florida from as young as six weeks old (through our Bach and Babies program) to adults experiencing the effects of Alzheimers and Dementia through the healing power of the performing arts. We seek to provide often overlooked and underserved members of our community with opportunities to connect, serve and perform, and we believe that everyone deserves a space within the arts.
How is your organization collecting feedback from the people you serve?
Electronic surveys (by email, tablet, etc.), Community meetings or town halls, Suggestion box/email
How is your organization using feedback from the people you serve?
To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve
With whom does your organization share the feedback you got from the people you serve?
Our staff, Our board, Our funders
What challenges does your organization face in collecting feedback from the people you serve?
Staff find it hard to prioritize feedback collection and review due to lack of time, It is difficult to identify actionable feedback
Briefly describe a recent change that your organization made in response to feedback from the people you serve.
Our program directors recently mounted our largest adult member survey in our organization's history last Fall. Following analysis of the survey's findings, we realized that we had more members than previously thought traveling from Osceola County than Seminole County to participate in our programs. With this knowledge, we have decided to pursue creating relationships with performance venues in Osceola County in the future, and will direct resources to market our performances in the counties where our members reside.
70% of beacon score
This organization's score of 100 is a passing score. The organization reported that it is implementing 11 Equity Practices. Charity Navigator believes nonprofit organizations implementing effective equity policies and practices can enhance a nonprofit's decision-making, staff motivation, innovation, and effectiveness.
Equity Practices (7/7) | |
---|---|
We review compensation data across the organization (and by staff levels) to identify disparities by race. | |
We ask team members to identify racial disparities in their programs and/or portfolios. | |
We analyze disaggregated data and root causes of race disparities that impact the organization/'s programs, portfolios, and the populations served. | |
We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support. | |
We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders. | |
We disaggregate data by demographics, including race, in every policy and program measured | |
We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization. |
Equity Policies and Procedures (4/7) | |
---|---|
We use a vetting process to identify vendors and partners that share our commitment to race equity. | |
We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions. | |
We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization. | |
We have community representation at the board level, either on the board itself or through a community advisory board. | |
We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability. | |
We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team. | |
We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization. |
Central Florida Community Arts Inc. has earned a 100% for the Leadership & Adaptability beacon. See the metrics below for more information.
This beacon provides an assessment of the organization's leadership capacity, strategic thinking and planning, and ability to innovate or respond to changes in constituent demand/need or other relevant social and economic conditions to achieve the organization's mission.
Learn more
The nonprofit organization presents evidence of strategic thinking through articulating the organization's mission
TO CREATE A CULTURAL PLATFORM WHERE EVERY PERSON CAN JOIN AN ARTISTIC FAMILY AND CONNECT, SERVE AND PERFORM TO ADVANCE THE ARTS IN CENTRAL FLORIDA.
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
To allow everyone in Central Florida to connect, serve, and perform, we create a safe place where ALL artists are celebrated, the arts are affordable and accessible – and no one is left behind.
Source: Nonprofit submitted responses
The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.
Goal One: #1. Identify and secure a permanent venue for our weekly recurring rehearsals, administration, and educational programming.
Goal Type: Invest in the capacity of our organization (financial, management, technical, etc.).
Goal Two: #2. Expand performance schedules to accommodate multiple weeks/weekends of performances
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Goal Three: #3. Broaden our production staffing and capacity.
Goal Type: Invest in the capacity of our organization (financial, management, technical, etc.).
The nonprofit provides evidence of investment in leadership development
CFCArts has made concerted strategic choices to strengthen leadership development within our organization. In Fall of 2022, we launched our Member Ambassadors Program, the creation of an annual cohort of 13 active members chosen to serve as representatives of each of our program areas. Ambassadors will appear at live events, through social media 'takeovers' and interview opportunities. Each ambassador will serve for a term of one year and participate in media training, receive professional headshots and gain valuable networking and community engagement experience. During the ambassador term program fees will be waived. Adult program members nominated and voted for ambassadors, while youth program ambassadors were selected by the program director.
The nonprofit provides evidence of leadership through focusing externally and mobilizing resources for the mission.
Strategic Partnerships
Networks of Collective Impact Efforts
Thought Leadership
Raising Awareness
Community Building
Policy Advocacy
Central to the core values of CFCArts is our commitment to external mobilization and community collaboration! Annually, we send our members to serve other community organizations through performances- including fundraisers for fellow non-profits. We send representatives of our organization to our State Legislators to advocate for the health benefits of the arts on Arts Advocacy Day each March. We also work collaboratively each spring with 33 other arts organizations to fundraise towards a collective goal of over six million dollars. We currently have partnerships with University of Central Florida, and nine other Central Florida based non-profits in an Arts & Health Collective that helps connect underserved populations with opportunities to heal and express themselves through the arts. Members of our School of the Arts and Health recently spoke at UCF MedPACt’s Global Health Conference and have regular speaking engagements in a similar capacity.
The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.
As a non-profit that connects over 30,000 Central Floridians annually, with a core staff of 22, we have a deep understanding of the importance of adapting our organization to meet our community’s needs. A great example of this adaptability came last summer, when our Production and Creative team was staging a choir spectacular with our Men’s Ensemble, titled “Come Fly With Me” featuring the songs of Sinatra. On the day of the load-in, it was revealed that a large swath of our performers had contracted the novel Coronavirus, and the performance had to be cancelled. The performers, and their audiences of family and friends were disappointed, but most critically, our organization was unable to find another venue that had availability within the year to re-stage the show at a later date. Instead of tossing off the show as a lost cause, we adapted the show to be a collaborative effort with our Big Band program, and created a joint performance titled “The Boys Are Back” that was a complete re-imagining of both of these programs performances. This proved to be an incredible success, with it being one of our top-selling Big Band performances of the year, and offered our choir a different opportunity to collaborate with another program area within our organization. Adaptability is at the core of everything we do here at CFCArts. Whether it is continuing the virtual performance offerings created during the height of the Covid-19 pandemic, or adapting an entire show to accommodate for unforeseen circumstances, we pride ourselves on meeting the moment at every opportunity.
Impact & Results
Accountability & Finance
Culture & Community
Leadership & Adaptability
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