Impact & Measurement
Accountability & Finance
Culture & Community
Leadership & Adaptability
Performing Arts Fort Worth/Bass Performance Hall
Maddox-Muse Center
330 East Fourth Street, Suite 300
Fort Worth TX 76102
Fort Worth TX | IRS ruling year: 1993 | EIN: 75-2457270 
An EIN is a unique nine-digit number that identifies a business for tax purposes.
An EIN is a unique nine-digit number that identifies a business for tax purposes.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)
Rating Information
Great
This charity's score is 95%, 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: 74% Accountability & Finance, 10% Leadership & Adaptability, 16% Culture & Community. Learn more about our criteria and methodology.
Historical Ratings 
Historical Ratings 
Charity Navigator's ratings previously did not consider Leadership & Adaptability, Culture & Community, or Impact & Measurement. 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 | | ||
Rating Report
Accountability & Finance
Score
96
Most Recent Fiscal Year:
FY 2021
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.
Key Accountability Metrics
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
Tax Form Disclosures and Policies
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
Website Disclosures
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
Financial Metrics
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
Additional Information
Total Revenue and Expenses - Data Available
Total Revenue and Expenses - Data Available
This chart displays the trend of revenue and expenses over the past several years for this organization, as reported on their IRS Form 990.
Salary of Key Persons - Data Available
Salary of Key Persons - Data Available
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
IRS Published Data (Business Master File) - Data Available
IRS Published Data (Business Master File) - Data Available
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)
Data Sources (IRS Forms 990) - Data Available
Data Sources (IRS Forms 990) - Data Available
The Form 990 is a document that nonprofit organizations file with the IRS annually. We leverage accountability and finance 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.
Impact & Measurement
Not Currently Scored
Performing Arts Fort Worth/Bass Performance Hall cannot currently be evaluated by our Impact & Measurement 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.
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.
Culture & Community
Score
89
This beacon provides an assessment of the organization's culture and connectedness to the community it serves.
Metrics
Full CreditPartial CreditNo CreditConstituent Feedback - Data Available100/100 points
Constituent Feedback - Data Available100/100 points
33.33% 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?
It is difficult to get the people we serve to respond to requests for feedback, It is hard to come up with good questions to ask people, It is difficult to get honest feedback from our clients
Equity Practices - Data Available83/100 points
Equity Practices - Data Available83/100 points
66.67% of beacon score
This organization's score of 83 is a passing score. The organization reported that it is implementing 6 Equity Practices.
The Equity Strategies Checklist, developed by Equity in the Center, consists of practices and policies that promote racial equity in operations and programs. This data is collected in partnership with Candid.
| Equity Practices (1/7) | |
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 (5/7) | |
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. | |
Leadership & Adaptability
Score
100
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.
- Strategic Partnerships
- Thought Leadership
- Raising Awareness
Metrics
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
Note: The organization did not respond to this question.
Vision 10/10 points
Vision 10/10 points
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
Note: The organization did not respond to this question.
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:
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.