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Jacksonville FL | IRS ruling year: 2001 | EIN: 59-3672453
The Cathedral Arts Project mission is to enrich the quality of life in Northeast Florida through unleashing the creative spirit of young people. By providing access ... (More)
The Cathedral Arts Project mission is to enrich the quality of life in Northeast Florida through unleashing the creative spirit of young people. By providing access to instruction in the visual and performing arts, we empower underserved, school-aged children to succeed in all areas of their lives. We are committed to serving the youth of Northeast Florida and believe participation in the arts can be the catalyst for extraordinary change. To that end, we will continue to grow our programming until we reach our vision for tomorrow, and every child has equal access to an arts-rich education. (Less)
This charity's score is 91%, earning it a Four-Star rating. If this organization aligns with your passions and values, you can give with confidence.
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.
|Date Published||Form 990 FYE||Overall Score||Overall Rating|
|Rating Version: 2.1|
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.
|Rating Version: 2.0|
The IRS is significantly delayed in processing nonprofits' annual tax filings (Forms 990). As a result, the Accountability & Finance score for Cathedral Arts Project is outdated and the overall rating may not be representative of its current operations. Please check with the charity directly for any questions you may have.
Cathedral Arts Project has earned a 91% 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 2019. More recent filing data is available, but it has not been factored into this score, due to COVID-19's effect on this organization.
Rating update postponed due to COVID-19's impact on this organization. View Cathedral Arts Project's response.Learn more
Charity Navigator looks to confirm on the Form 990 that the organization has these governance practices in place.
Sources Include: IRS Form 990
|Independent Voting Board Members ... (More)|
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. Our analysts check the Form 990 to determine if the independent Board members are a voting majority and also at least five in number. (Less)
|No Material Diversion of Assets ... (More)|
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 – can seriously call into question a charity's financial integrity. We check the charity's last two Forms 990 to see if the charity has reported any diversion of assets. If the charity does report a diversion, then we check to see if it complied with the Form 990 instructions by describing what happened and its corrective action. This metric will be assigned to one of the following categories:
|Audited Financials Prepared by Independent Accountant ... (More)|
Audited financial statements provide important information about financial accountability and accuracy. They should be prepared by an independent accountant with oversight from an audit committee. (It is not necessary that the audit committee be a separate committee. Often at smaller charities, it falls within the responsibilities of the finance committee or the executive committee.) The committee provides an important oversight layer between the management of the organization, which is responsible for the financial information reported, and the independent accountant, who reviews the financials and issues an opinion based on its findings. We check the charity's Form 990 reporting to see if it meets this criteria.
|Does Not Provide Loan(s) to or Receive Loan(s) From Related Parties ... (More)|
Making loans to related parties such as key officers, staff, or Board members, is not standard practice in the sector as it may divert the charity's funds away from its charitable mission and can lead to real and perceived conflict-of-interest problems. This practice is discouraged by sector trade groups which point to the Sarbanes-Oxley Act when they call for charities to refrain from making loans to directors and executives. And the IRS is concerned enough with the practice that it requires charities to disclose on their Form 990 any loans to or from current and former officers, directors, trustees, key employees, and other "disqualified persons." Furthermore, some state laws go so far as to prohibit loans to board members and officers. And although employees and trustees are permitted to make loans to charities, this practice can also result in real and/or perceived conflict of interest problems for the charity. Furthermore, it is problematic because it is an indicator that the organization is not financially secure. (Less)
|Documents Board Meeting Minutes ... (More)|
An official record of the events that take place during a board meeting ensures that a contemporaneous document exists for future reference. Charities are not required to make their Board meeting minutes available to the public. As such, we are not able to review and critique their minutes. For this performance metric, we are checking to see if the charity reports on its Form 990 that it does keep those minutes. In the future, we will also track and rate whether or not a charity keeps minutes for its committee meetings. (Less)
|Distributes 990 to Board Before Filing ... (More)|
Providing copies of the Form to the governing body in advance of filing is considered a best practice, as it allows for thorough review by the individuals charged with overseeing the organization. The Form 990 asks the charity to disclose whether or not it has followed this best practice. If the charity has not distributed its Form 990 to the board before filing, then we deduct 4 points from its Accountability and Transparency score. (Less)
|Does not Compensate Board Members ... (More)|
The IRS requires that any compensation paid to members of the charity's governing body be listed on the Form 990. Furthermore, all members of the governing body need to be listed whether or not they are compensated. It is not unusual for some members of the board to have compensation listed. The executive director of the organization frequently has a seat on the board, for instance, and is compensated for being a full time staff member. However, it is rare for a charity to compensate individuals only for serving on its Board of Directors. Although this sort of board compensation is not illegal, it is not considered a best practice. (Less)
Charity Navigator looks to confirm on the Form 990, or for some metrics on the charity's website, that the organization has these policies in place.
Sources Include: IRS Form 990 and organization's website
|Conflict of Interest ... (More)|
Such a 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 or director of the organization. Charities are not required to share their conflict of interest policies with the public. Although we can not evaluate the substance of its policy, we can tell you if the charity has one in place based on the information it reports on its Form 990. If the charity does not have a Conflict of Interest policy, then we deduct 4 points from its Accountability and Transparency score. (Less)
|Whistleblower ... (More)|
This policy outlines procedures for handling employee complaints, as well as a confidential way for employees to report any financial mismanagement. Here we are reporting on the existence of a policy as reported by the charity on its Form 990. (Less)
|Records Retention and Destruction ... (More)|
Such a policy establishes guidelines for handling, backing up, archiving and destruction of documents. These guidelines foster good record keeping procedures that promotes data integrity. Here we are reporting on the existence of a policy as reported by the charity on its Form 990. If the charity does not have a Records Retention and Destruction Policy, then we deduct 4 points from its Accountability and Transparency score. (Less)
|CEO Compensation Process ... (More)|
This process indicates that the organization has a documented policy that it follows year after year. The policy should indicate that an objective and independent review process of the CEO's compensation has been conducted which includes benchmarking against comparable organizations. We check to be sure that the charity has reported on its Form 990 its process for determining its CEO pay. (Less)
|Donor Privacy ... (More)|
Charity Navigator looks to confirm on the Form 990, or for some metrics on the charity's website, that the organization makes this information easily accessible.
Sources Include: IRS Form 990 and organization's website
|CEO Salary Listed on 990 ... (More)|
Charities are required to list their CEO's name and compensation on the Form 990. Our analysts check to be sure that the charities complied with the Form 990 instructions and included this information in their filing. (Less)
|Board of Directors Listed on Website ... (More)|
Our analysts check to see if the charity lists Board members on its website. Publishing this information enables donors and other stakeholders to ascertain the make up of the charity's governing body. This enables stakeholders to report concerns to the Board. Charity Navigator does not cross-check the Board members listed on the website with that reported on the Form 990, because the latter often isn't available until more than a year after the charity's fiscal year ends. In that time, the charity's Board members may have changed, and the charity typically reflects those more recent changes on the website. (Less)
|Key Staff Listed on Website ... (More)|
It is important for donors and other stakeholders to know who runs the organization day-to-day. Charity Navigator does not cross-check the leadership listed on the website with that reported on the Form 990 because the latter often isn't available until more than a year after the charity's fiscal year ends. In that time, the charity's leadership may have changed and the charity typically reflects those more recent changes on the website. In other words, since the Form 990 isn't especially timely, it can not be used to verify the leadership information published on the charity's site. (Less)
|Audited Financial Statements Listed on Website ... (More)|
We check the charity's website to see if it has published its audited financial statements for the fiscal year represented by the most recently filed IRS Form 990. It is important for donors to have easy access to this financial report to help determine if the organization is managing its financial resources well. We currently rate charities on whether or not they publish their audit on their website. (Less)
|Form 990 Available on Website ... (More)|
We check the charity's website to see if it has published its most recently filed IRS Form 990 (a direct link to the charity's 990 on an external site is sufficient). It is important for donors to have easy access to this financial report to help determine if the organization is managing its financial resources well. (Less)
The Liabilities to Assets Ratio is determined by Total Liabilities divided by Total Assets (most recent 990).
Part of our goal in rating the financial performance of charities is to help donors assess the financial capacity and sustainability of a charity. As do organizations in other sectors, charities must be mindful of their management of total liabilites in relation to their total assets. This ratio is an indicator of an organization’s solvency and or long term sustainability. Dividing a charity's total liabilities by its total assets yields this percentage.
Source: IRS Form 990
Determines how long a charity could sustain its level of spending using its net available assets, or working capital, as reported on its most recently filed Form 990. We include in a charity's working capital unrestricted and temporarily restricted net assets, and exclude permanently restricted net assets. Dividing these net available assets in the most recent year by a charity's average total expenses, yields the working capital ratio. We calculate the charity's average total expenses over its three most recent fiscal years.
Source: IRS Form 990
The amount spent to raise $1 in charitable contributions. To calculate a charity's fundraising efficiency, we divide its average fundraising expenses by the average total contributions it receives. We calculate the charity's average expenses and average contributions over its three most recent fiscal years.
Source: IRS Form 990
As reported by charities on their IRS Form 990, this measure reflects what percent of its total budget a charity spends on overhead, administrative staff and associated costs, and organizational meetings. Dividing a charity's average administrative expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.
Source: IRS Form 990
This measure reflects what a charity spends to raise money. Fundraising expenses can include campaign printing, publicity, mailing, and staffing and costs incurred in soliciting donations, memberships, and grants. Dividing a charity's average fundraising expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.
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. Dividing a charity's average program expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.
Source: IRS Form 990
Organizations that demonstrate consistent annual growth in program expenses are able to outpace inflation and thus sustain their programs year to year. These organizations also supply givers with greater confidence by maintaining broad public support for their programs. We compute the average annual growth of program expenses using the following formula: [(Yn/Y0)(1/n)]-1, where Y0 is a charity's program expenses in the first year of the interval analyzed, Yn is the charity's program expenses in the most recent year, and n is the interval of years passed between Y0 and Yn.
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 this organizations key compensated staff members as identified by our analysts. 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
Kimberly Hyatt, President, CEO
$54,361 (2.82% of Total Expenses)
Current CEO and Board Chair can be found in the Leadership & Adaptability report below.
Source: IRS Form 990 (page 7), filing year 2020
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
Activity data not reported from the IRS
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)
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 (Cathedral Arts Project) or EIN (593672453) in the 'Search Term' field.
This organization was impacted by COVID-19 in a way that effected their financial health in 2020. This normally would have reduced their star rating. Due to the unprecedented nature of the pandemic, we give charities such as this one the opportunity to share the story of COVID's impact on them, and doing this pauses our revision of their rating. Charities may submit their own pandemic responses through their nonprofit portal.
Cathedral Arts Project reported being impacted by COVID-19 in the following ways:
How COVID-19 impacted the organization's operations financially:
The COVID-19 pandemic impacted CAP’s fundraising capacity. The pandemic forced CAP to cancel its annual Spring for the Arts fundraising gala in both 2020 and 2021. This event typically raises between $500,000 and $650,000 each year. Because in-person meetings were inadvisable due to the pandemic, it was difficult to cultivate major donors and supporters because personal relationships are so vital to these efforts. Fortunately, CAP benefited from substantial COVID-19 relief funding that helped mitigate fundraising challenges. CAP was awarded $520,000 in CARES Act funding and a $267,000 PPP loan, which was subsequently forgiven, in 2020.
How COVID-19 impacted the organization's delivery of programs:
At the outset of the pandemic, CAP was able to transition 23 of its 33 arts learning programs to virtual instruction. Programs that did not continue had either already been completed, required specialized software or posed insurmountable logistic challenges. Fortunately, CAP piloted its Teaching Artist Fellowship model beginning in 2019. The presence of full-time teaching artist fellows instead of part-time teaching artists made it possible for CAP to sustain its programs for most students and to offer online programs in summer 2020 and academic year 2020-2021. CAP was also able to provide some in-person programs for middle school students in 2020-2021; these were afterschool programs led by teachers at those schools, so there was limited additional COVID-19 risk. CAP was able to continue with its grades 5-12 CAP String Orchestra, which required masks and meets at a venue that provides for social distancing.
How this organization adapted to changing conditions caused by COVID-19:
Because of COVID-19, CAP began offering virtual programs for the first time, as discussed. CAP personnel primarily worked remotely in 2020-2021. This posed challenges to collaboration, and technical difficulties sometimes impeded efficiency. Nonetheless, CAP personnel persevered and developed effective strategies for remote collaboration and program monitoring. At present, most CAP staff are working partially in-office and partially from home or alternative locations to minimize risk to staff. CAP has been able to resume most in-person programs for academic year 2021-2022 with social distancing and COVID-19 precautions.
Innovations the organization intends to continue permanently after the pandemic:
CAP learned that virtual arts learning programs are highly appealing to students and families, and because of lessons learned during the pandemic, intends to provide a mix of virtual and in-person programs in the future. Virtual arts learning options eliminate transportation barriers and enable children to participate in the arts discipline of their choice regardless of whether it is offered at their school. CAP will strive to continue to make certain that virtual programs hew to the same standards of rigor and engagement as in-person arts learning.
Not Currently Scored
Cathedral Arts Project 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.
Cathedral Arts Project reported its largest program on its FY 2019 Form 990 as:
Spent in most recent FY
Percent of program expenses
After School and Summer Programs
Cathedral Arts Project has earned a 80% 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
This organization reported that it is collecting feedback from the constituents and/or communities it serves. However, it did not respond to one or more survey questions, and therefore is not eligible for a score on this metric. (View our beacon methodology.) 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.
- Current CAP students - CAP alumni - Families of current CAP students - Families of CAP alumni - Arts educators - Local and national community partners - Program site administrators - Local, state and national advocacy partners - CAP teaching artist fellows
How is your organization collecting feedback from the people you serve?
Electronic surveys (by email, tablet, etc.), Focus groups or interviews (by phone or in person), Paper surveys, Constituent (client or resident, etc.) advisory committees
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 strengthen relationships with the people we serve
With whom does your organization share the feedback you got from the people you serve?
The people we serve, Our staff, Our board, Our funders, Our community partners
What challenges does your organization face in collecting feedback from the people you serve?
It is difficult to get the people we serve to respond to requests for feedback, We don't have the right technology to collect and aggregate feedback efficiently
Briefly describe a recent change that your organization made in response to feedback from the people you serve.
Note: The organization did not respond to this question.
100% of beacon score
This organization's score of 80 is a passing score. The organization reported that it is implementing 3 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 (0/7)
The organization did not respond to this question.
Equity Policies and Procedures (3/7)
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.
Cathedral Arts Project 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
The Cathedral Arts Project's mission is to empower every child’s creative spirit, elevate arts educators in their field, and advocate for access and equity in arts education.
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
The Cathedral Arts Project's vision is for Northeast Florida to lead the nation in providing essential and accessible arts education that recognizes, grows and amplifies every child’s unique skills and strengths.
Source: Nonprofit submitted responses
The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.
Goal One: Strengthen student programs to celebrate and develop every child’s unique skills and strengths
Goal Type: Focus on core programs to achieve mission and scale back on programs not seen as core.
Goal Two: Advocate for Northeast Florida to lead the nation in providing essential and accessible arts education that recognizes, amplifies and grows every child’s creative spirit
Goal Type: This goal reflects our commitment to further our advocacy work for our organization and or cause area.
Goal Three: Refine and develop the fellowship program infrastructure to become the national model
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
The nonprofit provides evidence of investment in leadership development
CAP strives to equip its board of directors to advance the mission of the organization. New board members participate in an orientation to help them understand and contribute to CAP’s work and provide effective oversight. CAP’s board has numerous committees dedicated to aspects of CAP’s operations that help board members develop expertise on topics of effective nonprofit governance. At CAP, staff professional development is ongoing. All personnel is expected to take advantage of opportunities for growth and funding is allocated to each employee to take advantage of paid professional development opportunities. CAP staff also take advantage of free professional development opportunities that come with CAP’s membership in organizations such as Americans for the Arts. This enhances their expertise and capacity to support our mission.
The nonprofit provides evidence of leadership through focusing externally and mobilizing resources for the mission.
Networks of Collective Impact Efforts
CAP works with others for systemic change and increased access to arts education. CAP is an active member of the National Guild for Community Arts Education, Arts Education Partnership, Nonprofit Center of Northeast Florida and John F. Kennedy Center for the Performing Arts. CAP’s promotional efforts include exhibitions, performances, events, press releases and electronic communications. CAP’s robust network of partnerships offers unique benefits to the Jacksonville community that extend beyond arts education programs. CAP provides support to arts educators in Duval County via professional development and networking opportunities. Through the LEAD project and artlook® map, CAP aims to expand its own arts programming and create a supportive web of collaborating organizations that can identify and fill gaps in arts education throughout Duval County. CAP will continue to develop and leverage relationships at the local, state and national levels to expand allies for advocacy and programs.
The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.
CAP is extremely proud of its achievements over the past year. As noted, during the COVID-19 pandemic, we were able to successfully transition most programs from in-person to online, ensuring continued access to essential arts education for children throughout Duval County. In the 2020-2021 academic year, CAP developed quarterly online arts learning programs for children in grades K-12 that included extensive and varied programs in art as therapy, dance, music, theatre and visual arts. We are particularly gratified to have maintained robust enrollment in our programs amid the uncertainty of the pandemic. Families and children value the arts, and their enthusiasm about arts learning under difficult circumstances illustrates just how much CAP programs mean to the community. Despite the challenging pandemic environment, CAP had 1,402 enrollments in its online and in-person programs in 2020-2021.