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Maddox-Muse Center
330 East Fourth Street, Suite 300
Fort Worth TX 76102
Fort Worth TX | IRS ruling year: 1993 | EIN: 75-2457270
Organization Mission
The mission of the Nancy Lee and Perry R. Bass Performance Hall is to serve as a permanent home to major performing arts organizations of Fort Worth and as a premier ... (More)
The mission of the Nancy Lee and Perry R. Bass Performance Hall is to serve as a permanent home to major performing arts organizations of Fort Worth and as a premiere venue for other attractions so as to enhance the range, quality, and accessibility of cultural fare available to the public; to promulgate arts education; and to contribute to the cultural life of Fort Worth, Tarrant County, and the region. Bass Performance Hall is the crown jewel of a city which boasts the nation's third largest cultural district. It is also an important symbol of one of the most successful downtown revitalization efforts in the country. Built entirely with private funds, Bass Performance Hall is permanent home to the Fort Worth Symphony Orchestra, Texas Ballet Theater, Fort Worth Opera, and the Van Cliburn International Piano Competition and Cliburn Concerts. (Less)
Great
This charity's score is 96%, 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: 90% Accountability & Finance, 10% Leadership & Adaptability. 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 | ||
| 12/23/2020 | | ||
| 8/1/2019 | | ||
| 8/1/2018 | | ||
| 12/1/2017 | | ||
| 9/1/2017 |  | ||
| 10/1/2016 | | ||
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. | |||
| 6/1/2016 | | ||
| 11/1/2015 | | ||
| 9/1/2014 | | ||
| 10/1/2013 | | ||
| 9/1/2012 | | ||
| 9/20/2011 |  | ||
| 12/1/2010 | | ||
| 3/1/2010 | | ||
| 3/1/2009 | | ||
| 8/1/2007 | | ||
| 10/1/2006 |  | ||
| 10/1/2005 | | ||
| 12/1/2004 | | ||
| 12/1/2003 | | ||
Score
Most Recent Fiscal Year:
FY 2021
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 - 97% independent members8 out of 8 points Majority Independent Board Members - 97% 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 - 36 independent members7 out of 7 points Independent Board Size - 36 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 - 7.09%15 out of 15 points Liabilities to Assets: Ratio - 7.09%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 - 86.86%25 out of 25 points Program Expense: Ratio - 86.86%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
Dione Kennedy, President / Ceo
$501,000
Kathy Dubose, Vice President / Cfo
$285,285
Jason Wise, Vp Of Programming And Engagement Management
$173,949
Patricia H Schutts, Board Vice Chair Emeritus
$117,217
Christopher De Leon, Director Of It
$116,374
Source: IRS Form 990 (page 7), filing year 2021
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 (Performing Arts Fort Worth/Bass Performance Hall) or EIN (752457270) in the 'Search Term' field.
Not Currently Scored
Performing Arts Fort Worth/Bass Performance Hall 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.
Not Currently Scored
Performing Arts Fort Worth/Bass Performance Hall cannot currently be evaluated by our Culture & Community methodology because we have not received data from the charity regarding its Constituent Feedback or Equity Practices strategies.
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 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
The mission of the Nancy Lee and Perry R. Bass Performance Hall is to serve as a permanent home to major performing arts organizations of Fort Worth and as a premiere venue for other attractions so as to enhance the range, quality, and accessibility of cultural fare available to the public; to promulgate arts education; and to contribute to the cultural life of Fort Worth, Tarrant County, and the region. Bass Performance Hall is the crown jewel of a city which boasts the nation's third largest cultural district. It is also an important symbol of one of the most successful downtown revitalization efforts in the country. Built entirely with private funds, Bass Performance Hall is permanent home to the Fort Worth Symphony Orchestra, Texas Ballet Theater, Fort Worth Opera, and the Van Cliburn International Piano Competition and Cliburn Concerts.
Vision 10/10 points Vision 10/10 points
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
Bass Performance Hall provides arts, education, engagement and entertainment opportunities that add
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: Expand our Engagement opportunities to reach new and under-served audiences, within current programming and facility availability.
Goal Type: New program(s) based on observed changes in needs among our constituencies/communities served.
Goal Two: Continue to provide a significant subsidy for use of Bass Performance Hall by Resident Companies including the FW Symphony, Texas Ballet Theater, FW Opera and Cliburn International Piano Competition.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Goal Three: Increase net revenue on our Broadway at the Bass series after an eighteen-month COVID-19 shutdown.
Goal Type: Focus on core programs to achieve mission and scale back on programs not seen as core.
Leadership Development 15/15 points Leadership Development 15/15 points
The nonprofit provides evidence of investment in leadership development
Describe an investment in leadership
Generally we provide significant training opportunities for our team members in the form of industry conferences and for specific positions, ongoing certification education support. During the pandemic we have concentrated on virtual training opportunities for all of our team in industry specific webinars and conferences as well as diversity and anti-bias training for the entire team.
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
Thought Leadership
Raising Awareness
What are this organization’s external mobilizaton efforts?
Engage in strategic partnerships: Our Director of Education works directly with the Fort Worth Independent School District to ensure that our education offerings continue to meet the strict curriculum requirements that enable the district to mandate our programs within the school system. Engage in thought leadership: Our President & CEO serves on the Board of the Broadway League, which is the industry affiliation representing Broadway and touring Broadway. When the League's annual New York conference was unable to be held in person, she co-chaired a virtual conference that allowed nearly 1000 industry professionals from all over the country to gather for important trade collaboration, learning sessions and panel discussions focused on the ongoing effects of COVID-19 and requirements for a safe return to business during a pandemic. Raise Awareness of Mission: Our VP of Programming and Engagement oversees a robust effort of media placement, social engagement, and website visibility.
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.
Our venue closed on March 13, 2020. While our existing emergency plan helped us address the immediate needs of a short term shut down, we had to continue to revise and adapt once the shutdown occurred. For the first several weeks we learned new information almost hourly about how the pandemic was affecting our industry. As time went by, what we once thought would be a shutdown for a few weeks was clearly going to be much longer. One of our upcoming shows, the national tour of the Broadway hit musical HAMILTON, was scheduled for June 2020. Months ahead of this engagement we were already sold out and it was devastating to ultimately realize that it simply would not be able to happen. By mid-summer it was clear that no Broadway tours would be available for the next season (2020-21). In addition, our Resident Ballet and Opera companies would not be able to perform. At that point, we made the tough decision to remain closed for the season and implement significant staff furloughs, although we maintained core teams in building services, education, marketing, programming, and finance. Our team embarked on several projects to prepare for reopening, knowing that COVID would still be a factor. Our marketing team focused on maintaining communication with patrons and converting to a fully touchless ticketing option. Our facilities team oversaw the installation of touchless faucets and flushers and sanitizing equipment. The Education team quickly converted to virtual options for students. Our programming team continued to work with Resident Companies on rescheduling dates and with booking agents to schedule future tours. Our team had to become COVID specialists. HR had to determine how to handle positive cases, including contact tracing and quarantining. Our programming team stayed abreast of industry protocols for artists, unions, etc. Our front-of-house team had to develop audience protocols. This season, 2021-22, we are open and beginning the process to rebuild audiences.
Impact & Results
Accountability & Finance
Culture & Community
Leadership & Adaptability
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