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North Bethesda MD | IRS ruling year: 1982 | EIN: 52-1233092
Organization Mission
Located one-half mile outside the Capital Beltway in North Bethesda, Maryland, Strathmore provides affordable, accessible, multi-disciplinary arts programming in the ... (More)
Located one-half mile outside the Capital Beltway in North Bethesda, Maryland, Strathmore provides affordable, accessible, multi-disciplinary arts programming in the Mansion at Strathmore, the Music Center at Strathmore, and on its scenic 11-acre site. Founded in 1981, the arts center presents a lively and diverse program of art exhibitions, concerts and performing arts programs, and literary lectures and events. As Strathmore is deeply committed to maintaining affordable and accessible arts programs to all audiences, an abiding partnership of both private and public support for Strathmore is required to nurture and perpetuate this creative endeavor - to provide a home for the arts in our growing community. (Less)
Great
This charity's score is 97%, 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.
Charity Navigator's ratings previously did not consider Leadership & Adaptability, Culture & Community, or Impact & Results. The historic rating mainly reflects a version of today’s Accountability and Finance score. More information on our previous rating methodologies can be found on our rating methodology page.
| Date Published | Overall Rating | ||
| 7/1/2020 | | ||
| 5/1/2019 | | ||
| 6/1/2018 |  | ||
| 6/1/2017 | | ||
| 6/1/2016 | | ||
| 3/1/2016 | | ||
This organization received multiple star ratings within this fiscal year, due to an update to its Accountability and Transparency data and/or the receipt of an amended Form 990. | |||
| 9/1/2015 | | ||
| 7/1/2014 | | ||
| 8/1/2013 | | ||
| 5/1/2013 | | ||
| 4/1/2012 | | ||
| 9/20/2011 | | ||
| 7/1/2011 | | ||
| 11/24/2010 | | ||
| 7/1/2009 | | ||
| 6/1/2008 | | ||
| 5/1/2007 | | ||
| 11/1/2005 |  | ||
Score
Most Recent Fiscal Year:
FY 2022
This beacon provides an assessment of a charity's financial health (financial efficiency, sustainability, and trustworthiness) and its commitment to governance practices and policies.
Learn more
Full Credit
Partial Credit
No CreditMajority Independent Board Members - 100% independent members8 out of 8 points Majority Independent Board Members - 100% independent members8 out of 8 points
Industry professionals strongly recommend an independent governing body to allow for full deliberation and diversity of thinking on governance and other organizational matters. We check to see that a majority of board members are identified as independent on their tax form.
Source: IRS Form 990
Independent Board Size - 24 independent members7 out of 7 points Independent Board Size - 24 independent members7 out of 7 points
Industry professionals strongly recommend an independent governing body to allow for full deliberation and diversity of thinking on governance and other organizational matters. For most organizations, we check to see if the organization has at least three independent board members. For large, donor-funded organizations, we check to see if the organization has at least five independent board members
Source: IRS Form 990
Financial Statements - Audit and Oversight Committee15 out of 15 points Financial Statements - Audit and Oversight Committee15 out of 15 points
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 |
| $2 million or higher and 40% or higher donor support | Expected to complete an audit and have an audit oversight committee |
| $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
Material Diversion of Assets - None10 out of 10 points Material Diversion of Assets - None10 out of 10 points
A diversion of assets — any unauthorized conversion or use of the organization's assets other than for the organization's authorized purposes, including but not limited to embezzlement or theft — also can seriously call into question a charity's financial integrity. We review the charity's most recent IRS Form 990 to see if the charity has reported any diversion of assets.
Source: IRS Form 990
Full CreditPartial CreditNo CreditWebsite Listed on Tax Form - Listed2 out of 2 points Website Listed on Tax Form - Listed2 out of 2 points
Charity Navigator looks for a website on the IRS 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
Conflict of Interest Policy - Listed4 out of 4 points Conflict of Interest Policy - Listed4 out of 4 points
Charity Navigator looks for the existence of a conflict of interest policy on the IRS 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
Whistleblower Policy - Listed4 out of 4 points Whistleblower Policy - Listed4 out of 4 points
Charity Navigator looks for the existence of a whistleblower policy per the IRS 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
Document Retention and Destruction - Listed4 out of 4 points Document Retention and Destruction - Listed4 out of 4 points
Charity Navigator looks for the existence of a document retention and destruction policy per the IRS 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
Documents Board Meeting Minutes - Yes2 out of 2 points Documents Board Meeting Minutes - Yes2 out of 2 points
Charity Navigator looks to confirm on the IRS 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
Full CreditPartial CreditNo CreditTax Form Posted on Nonprofit's Website - Missing0 out of 4 points Tax Form Posted on Nonprofit's Website - Missing0 out of 4 points
For almost all charities, we check the charity's IRS Form 990 to see if it discloses that the Form 990 is available on the charity's website. As with the audited financial statement, donors need easy access to this financial report to help determine if the organization is managing its financial resources well.
Source: IRS Form 990
Full CreditPartial CreditNo CreditLiabilities to Assets: Ratio - 21.49%15 out of 15 points Liabilities to Assets: Ratio - 21.49%15 out of 15 points
The Liabilities to Assets Ratio is determined by Total Liabilities divided by Total Assets (most recent IRS Form 990). This ratio is an indicator of an organization's solvency and/or long-term sustainability.
Source: IRS Form 990
Program Expense: Ratio - 72.64%25 out of 25 points Program Expense: Ratio - 72.64%25 out of 25 points
The Program Expense Ratio is determined by Program Expenses divided by Total Expense (average of most recent three IRS Forms 990). This measure reflects the percent of its total expenses a charity spends on the programs and services it exists to deliver.
Source: IRS Form 990
This chart displays the trend of revenue and expenses over the past several years for this organization, as reported on their IRS Form 990.
Presented here are up to five of this organization's highest compensated employees. This compensation data includes salary, cash bonuses, and expense accounts and is displayed exactly how it is reported to the IRS. The amounts do not include nontaxable benefits, deferred compensation, or other amounts not reported on Form W-2. In some cases, these amounts may include compensation from related organizations. Read the IRS policies for compensation reporting
Monica Jeffries Hazangeles, President & Ceo
$237,743
Joi Brown, Vp Of Programming
$128,679
Bess Amerman, Cfo
$124,615
Carlyle Smith, Dir. Of Information Technology
$117,162
Heidi Onkst, Vp Of Advancement
$115,864
Source: IRS Form 990 (page 7), filing year 2022
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 (Strathmore) or EIN (521233092) in the 'Search Term' field.
Not Currently Scored
Strathmore 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.
Score
This beacon provides an assessment of the organization's culture and connectedness to the community it serves.
Learn more
Full CreditPartial CreditNo CreditConstituent Feedback - Data Available100/100 points Constituent Feedback - Data Available100/100 points
30% of beacon score
This organization reported that it is collecting feedback from the constituents and/or communities it serves. The methodology leveraged for Constituent Feedback is based on The Core Principles of Constituent Feedback, which describes listening and responding well to feedback. Charity Navigator participates in a consortium with other feedback experts and leading nonprofit infrastructure platforms to drive Constituent Feedback's advancement, promotion, and data collection.
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
What challenges does your organization face in collecting feedback from the people you serve?
We don't have any major challenges to collecting feedback
Equity Practices - Data Available97/100 points Equity Practices - Data Available97/100 points
70% of beacon score
This organization's score of 97 is a passing score. The organization reported that it is implementing 13 Equity Practices.
This assessment demonstrates the importance of implementing practices that contribute positively to an organization's overall culture, both internally and with respect to community engagement. Furthermore, equity centered frameworks and similar approaches have drawn much attention from donors, experts, and sector leaders who underscore its value to the nonprofit's overall health and capacity for mission success. Currently, the Equity Strategies Checklist assessment consists of practices and policies that promote racial equity in their operations and programs (per the Equity Strategies checklist administered by Candid). As we refine our DEI assessment, Charity Navigator partners with DEI consultants and field experts to broaden and deepen this work.
| 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 (6/7) | |
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. | |
Score
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
Full CreditPartial CreditNo CreditMission 10/10 points Mission 10/10 points
The nonprofit organization presents evidence of strategic thinking through articulating the organization's mission
Located one-half mile outside the Capital Beltway in North Bethesda, Maryland, Strathmore provides affordable, accessible, multi-disciplinary arts programming in the Mansion at Strathmore, the Music Center at Strathmore, and on its scenic 11-acre site. Founded in 1981, the arts center presents a lively and diverse program of art exhibitions, concerts and performing arts programs, and literary lectures and events. As Strathmore is deeply committed to maintaining affordable and accessible arts programs to all audiences, an abiding partnership of both private and public support for Strathmore is required to nurture and perpetuate this creative endeavor - to provide a home for the arts in our growing community.
Vision 10/10 points Vision 10/10 points
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
We are a bridge to a more conscious, connected, arts-infused world.
Source: Nonprofit submitted responses
Goals 20/20 points Goals 20/20 points
The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.
Goal One: We cultivate exceptional artists, partners, and colleagues who engage our senses and stretch our perspectives. We forge pathways and develop resources to unleash boundless creativity.
Goal Type: This goal reflects our commitment to further our advocacy work for our organization and or cause area.
Goal Two: We champion the power of shared artistic experiences and are relentlessly committed to engaging the full diversity of our community.
Goal Type: This goal reflects our commitment to further our advocacy work for our organization and or cause area.
Goal Three: We invite our community to discover richly multifaceted programming. From performances to exhibitions to education, we encourage you to explore the arts from every conceivable angle.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Leadership Development 15/15 points Leadership Development 15/15 points
The nonprofit provides evidence of investment in leadership development
Describe an investment in leadership
Expanding the diversity and cultural competency of our board, staff, and volunteers is an ongoing commitment for Strathmore, as is internal dialog and work toward greater inclusion, diversity, equity, and access (IDEA). Strathmore is making steady and thoughtful progress towards these goals. Important strides in the last year have included: • 50% of hires made in the past 12 months have been BIPOC. • The FY22 budget includes significant funding for staff and board IDEA education and IDEA-related activities. • Strathmore hosted a board/staff IDEA event which featured a presentation by Jeri Lynne Johnson, Founder and Artistic Director of the Black Pearl Chamber Orchestra. Strathmore is integrating IDEA goals and actionable steps into its strategic planning. It is committed to enhancing its efforts to further increase equity in our programming and institution so all members of the community feel welcomed, invited, represented, included, celebrated, and informed about our offerings.
Mobilizing for Mission 15/15 points Mobilizing for Mission 15/15 points
The nonprofit provides evidence of leadership through focusing externally and mobilizing resources for the mission.
This organization mobilizes for mission in the following ways:
Strategic Partnerships
Networks of Collective Impact Efforts
Thought Leadership
Raising Awareness
Community Building
Policy Advocacy
What are this organization’s external mobilizaton efforts?
One of Strathmore’s most impactful accomplishments in recent years has been the development of our Bloom initiative through which we expand access to the arts in communities throughout Montgomery County. To address inequitable access to the arts for many regions of the County, Strathmore connected with a wide range of local stakeholders to understand community needs and developed programs in response to what was learned. By developing programs with members of the community, we create direct access in schools and neighborhoods, eliminate barriers to participation (such as cost and transportation), and provide engaging experiences in the places where people live, work, and go to school. Programs include Step Up East County, East County Strings, Latin Strings and Percussion, Sing Out, participation in multiple community festivals, and a free concert series at the Good Hope Neighborhood Recreation Center.
Adaptability Story 30/30 points Adaptability Story 30/30 points
The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.
Strathmore has faced many challenges throughout the last two years, but we have not wavered in service of our mission and vision. In fact, we have become more focused on investing in artists, access, and program impact than ever before. Our recovery continues as the emergence of the variants have interrupted momentum in FY22, but our hopes are high for FY23. Our strong reliance on earned revenue has been both an asset and a vulnerability during the pandemic, and we are focused on increasing our contributed revenue reserves and maintaining creative earned revenue streams going forward. The 2021-2022 season brought many successes. Strathmore staff, artists, donors, and patrons have been overjoyed with a return to in-person programs. In August of 2021, the Concert Hall was opened for full capacity programming; programming at AMP began in the fall with a much reduced scheduled. Strathmore was proud to have received the GBAC STAR rating for sanitization protocols and cleanliness so patrons could feel safe when visiting the Music Center. While our venues have remained open, the pandemic continues to have an effect. Artists’ tours are in flux, visual artists have limited pieces to exhibit, schools have pandemic protocols to navigate, and program revenue experiences sporadic surges and declines given the rise of the Delta and Omicron variants. Attendance for many performances has been down 20-40% for shows that would normally have sold out.
Impact & Results
Accountability & Finance
Culture & Community
Leadership & Adaptability
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