ETM-LA
ETM-LA
Burbank CA | IRS ruling year: 2007 | EIN: 87-0776958
Education Through Music-Los Angeles (ETM-LA) partners with inner-city schools to provide music as a core subject for all children, and utilizes music education as a ... (More)
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Burbank CA | IRS ruling year: 2007 | EIN: 87-0776958
Education Through Music-Los Angeles (ETM-LA) partners with inner-city schools to provide music as a core subject for all children, and utilizes music education as a ... (More)
Education Through Music-Los Angeles (ETM-LA) partners with inner-city schools to provide music as a core subject for all children, and utilizes music education as a catalyst to improve academic achievement, motivation for school and self-confidence. Education Through Music-Los Angeles believes that every child deserves access to high-quality music education, taught by qualified and well-trained music teachers. Music can support learning in other key subjects, including math, science and language arts. Engaged parents and school communities are key to the success of students. (Less)
Great
This charity's score is 94%, 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: 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.
Date Published | Form 990 FYE | Overall Score | Overall Rating |
Rating Version: 2.1 | |||
12/1/2021 | 2019 | 92.92 | |
6/1/2021 | 2019 | 92.38 | |
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. | |||
12/1/2019 | 2018 | 93.98 | |
11/1/2019 | 2017 | 96.46 |
The IRS is significantly delayed in processing nonprofits' annual tax filings (Forms 990). As a result, the Accountability & Finance score for ETM-LA is outdated and the overall rating may not be representative of its current operations.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.
ETM-LA has earned a 93% 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 ETM-LA'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:
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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.
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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) Donors can be reluctant to contribute to a charity when their name, address, or other basic information may become part of donor lists that are exchanged or sold, resulting in an influx of charitable solicitations from other organizations. Our analysts check the charity's website to see if the organization has a donor privacy policy in place and what it does and does not cover. Privacy policies are assigned to one of the following categories:
The privacy policy must be specific to donor information. A general website policy which references "visitor" or "user" personal information will not suffice. A policy that refers to donor information collected on the website is also not sufficient as the policy must be comprehensive and applicable to both online and offline donors. The existence of a privacy policy of any type does not prohibit the charity itself from contacting the donor for informational, educational, or solicitation purposes. (Less) |
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
Victoria Lanier, Executive Director
$115,000 (4.58% 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
Activities:
Activity data not reported from the IRS
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 (ETM-LA) or EIN (870776958) 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.
ETM-LA reported being impacted by COVID-19 in the following ways:
Program Delivery
Fundraising Capacity
Revenue
Staffing
Administrative Capacity
Grants Received
How COVID-19 impacted the organization's operations financially:
ETM-LA pivoted the majority of financial activities online; however, more investment was needed in centralized platforms as people began working remotely. While we applied for a PPP loan, it was not given until a later round. This added undue pressure on the executive team to plan numerous contingencies. Furthermore, the pandemic meant pivoting our benefit virtually, reducing donations by ~40%; and postponing our subsequent benefit gala indefinitely. The PPP loan we received was able to help offset the financial losses and provide payroll costs to keep on core administrative and program staff.
How COVID-19 impacted the organization's delivery of programs:
When the COVID-19 pandemic forced schools to close physically, ETM-LA pivoted instruction online; we collaborated with our staff, music teachers, & school partners to ensure equity and access for music learning. In 2020-21 we provided synchronous online learning for all students. Our districts were committed to keeping music instruction; following district, CDC, and local/federal guidelines - we ensured the safe in-person return of our music classes (Fall 2021) and provided ways to engage families/parents. Summer Programs continued online in response to the increased need for music education and its benefits (i.e. social emotional wellness & more). The pandemic deepened the inequalities within our school communities. ETM-LA was resolute in providing our music programs to further provide quality music education to predominantly marginalized school communities.
How this organization adapted to changing conditions caused by COVID-19:
ETM-LA witnesses how a student’s identity is uniquely nurtured during music-making and learning; they build self-confidence through sharing safe musical/creative spaces. An ETM-LA Parent shared, “Especially during COVID, it's been therapeutic for my son. It helps him excel in his other subjects.” We remained resolved to providing comprehensive music education during the pandemic. However, ETM-LA adapted to meet the ongoing needs, including: • Pivoting from in-person to online (virtual) • Training for Music Teachers and Staff on best practices (safety, engagement, connectedness) with students and families • Building more wellness check-ins for students, staff, teachers, and families alike • Organizing innovative music events online to further expand the joy of music making and creativity • Operationally, hybrid remote work, increased personal time off and benefits, added new wellness resources, and more connection/check-in opportunities for staff and teachers.
Innovations the organization intends to continue permanently after the pandemic:
Innovations and new processes ETM-LA implemented that will remain after the pandemic is behind us include: • Flexibility/option for hybrid work schedule • Implementation of more centralized platforms • Family Hour events & other options for online community/family engagement • More online resources for our staff and clients • Music therapy and wellness check-ins for students ETM-LA’s mission and music programs address the lack of quality music education for students in low-income communities, especially among marginalized populations. We partner with elementary/middle schools to deliver a solution by increasing access to music education and deepened the inequalities within our school communities. While many programs serve only a portion of the population, ETM-LA will keep in place our commitment to ensure that every child receives music instruction as part of their school day, including students with special needs.
Not Currently Scored
ETM-LA 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.
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ETM-LA reported its largest program on its FY 2020 Form 990 as:
Spent in most recent FY
Percent of program expenses
IN THE 2019-2020 SCHOOL YEAR, ETM-LA GREW FROM SERVING 15,000 STUDENTS IN 36 SCHOOLS TO SERVING APPROXIMATELY 17,000 CHILDREN IN 42 LOS ANGELES PARTNER SCHOOLS WITH MUSIC INSTRUCTION ONCE A WEEK THROU ... (More)
IN THE 2019-2020 SCHOOL YEAR, ETM-LA GREW FROM SERVING 15,000 STUDENTS IN 36 SCHOOLS TO SERVING APPROXIMATELY 17,000 CHILDREN IN 42 LOS ANGELES PARTNER SCHOOLS WITH MUSIC INSTRUCTION ONCE A WEEK THROUGHOUT THE SCHOOL YEAR - DISCIPLINES INCLUDED GENERAL MUSIC, CHORUS, RECORDER, BAND INSTRUMENTS, MUSIC TECHNOLOGY, GUITAR, UKULELE, VIOLIN, VIOLA AND CELLO - TAUGHT BY PROFESSIONAL MUSIC TEACHERS WHO USE A COMPREHENSIVE AND SEQUENTIAL, SKILLS-BASED CURRICULUM THAT MEETS NATIONAL AND STATE CONTENT STANDARDS.ETM-LA'S FORTY-TWO PARTNER SCHOOLS IN 2019-2020 WERE: 54th ST ELEMENTARY, ALDAMAELEMENTARY, ARAGON ELEMENTARY, BURSCH ELEMENTARY, CANTARA ELEMENTARY, CASTELAR ELEMENTARY, CENTINELA ELEMENTARY, CRAIG WILLIAMS ELEMENTARY, DOLORES MISSION SCHOOL, DORRIS PLACE ELEMENTARY, EL DORADO ELEMENTARY, ELYSIAN HEIGHTS ELEMENTARY, ERNIE PYLE ELEMENTARY, FOSTER ELEMENTARY, FRANK D. PARENT ELEMENTARY, FRANKLIN ELEMENTARY, GUARDIAN ANGEL SCHOOL, HOOPER AVENUE ELEMENTARY, ICEF INNOVATION, ICEF VISTA MIDDLE SCHOOL ACADEMY, ICEF VISTA PRIMARY, INGENIUM CANOGA PARK, KELSO ELEMENTARY, KENNEDY ELEMENTARY, LA LEADERSHIP ACADEMY ELEMENTARY, LA LEADERSHIP ACADEMY MIDDLE SCHOOL, LONGFELLOW ELEMENTARY, MCKINLEY ELEMENTARY (BURBANK), MCKINLEY ELEMENTARY (COMPTON), NORA STERRY ELEMENTARY, NORWOOD ELEMENTARY, OAK ST. ELEMENTARY, OUR LADY OF THE HOLY ROSARY SCHOOL, PAYNE ELEMENTARY, PROVIDENCIA ELEMENTARY, RESURRECTION SCHOOL, ST. MICHAELS SCHOOL, WASHINGTON ELEMENTARY, AND WORTHINGTON ELEMENTARY. ASCOT ELEMENTARY, CARVER ELEMENTARY, AND ST. FRANCIS X. CABRINI BEGAN PARTNERSHIPS MID-YEAR. FOUR (4) SCHOOLS RECEIVED CONSULTANT SERVICES: EMERSON ELEMENTARY (TITLE 1), RIO VISTA ELEMENTARY, ROOSEVELT ELEMENTARY, AND WEST HOLLYWOOD ELEMENTARY.ETM-LA EMPLOYED 28 MUSIC TEACHERS AND 3 INTERNS, 1 DIRECTOR OF PROGRAMS, 1 DIRECTOR OF COMMUNITY AFFAIRS AND PARTNERSHIPS, AND 3.5 FULL-TIME EQUIVALENT INSTRUCTIONAL SUPERVISORS AT FY END. ETM-LA PROVIDED ONGOING MENTORING AND EXTENSIVE TRAINING WITH MONTHLY SITE OBSERVATIONS AND PROFESSIONAL DEVELOPMENT FOR MUSIC TEACHERS. WORKING CLOSELY WITH EACH SCHOOL PRINCIPAL, ETM-LA DESIGNED A MUSIC PROGRAM THAT ADDRESSES EACH INDIVIDUAL PARTNER SCHOOL'S NEEDS. ETM-LA CONTINUES TO BUILD COLLABORATION BETWEEN MUSIC TEACHERS AND ACADEMIC TEACHERS, TO ENGAGE THE PARENTS AND OVERALL COMMUNITY, AND TO GUIDE SCHOOL LEADERS TO CREATE STRATEGIES FOR LONG-TERM PROGRAMMING AND SELF-SUSTAINABILITY.ETM-LA CONTINUED TO SERVE AS PARTNER TO SCHOOL DISTRICTS ACROSS LOS ANGELES COUNTY DURING COVID-19 INCLUDING SCHOOLS THAT WERE PHYSICALLY CLOSED. PRIOR TO THE SCHOOL CLOSURES, ETM-LA SENT HOME MUSIC ACTIVITIES AND WORKSHEETS ACCESSIBLE TO ALL STUDENTS. ETM-LA CONTINUED INSTRUCTION VIRTUALLY, PROVIDING WEEKLY MUSIC INSTRUCTION (SYNCHRONOUS AND ASYNCHRONOUS DISTANCE LEARNING) AND ACCESS TO INSTRUMENTAL MATERIALS. ETM-LA REMAINS COMMITTED TO NURTURING THE LIVES OF THE CHILDREN AND THEIR FAMILIES. (Less)
ETM-LA has earned a 98% 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.
How is your organization collecting feedback from the people you serve?
SMS text surveys, Electronic surveys (by email, tablet, etc.), Paper surveys, Suggestion box/email
How is your organization using feedback from the people you serve?
To make fundamental changes to our programs and/or operations, 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, 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
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 98 is a passing score. The organization reported that it is implementing 10 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 (5/7) | |
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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) | |
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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. |
ETM-LA 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.
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The nonprofit organization presents evidence of strategic thinking through articulating the organization's mission
FOUNDED IN 2006, ETM-LA'S MISSION IS TO PROVIDE AND PROMOTE THE INTEGRATION OF MUSIC INTO THE CURRICULA OF UNDER-RESOURCED SCHOOLS IN ORDER TO ENHANCE STUDENTS' ACADEMIC PERFORMANCE AND CREATIVE AND GENERAL DEVELOPMENT. ETM-LA PROVIDES EQUITY AND ACCESS TO QUALITY MUSIC EDUCATION TO NURTURE THE LIVES OF STUDENTS, PREDOMINANTLY THOSE FROM MARGINALIZED COMMUNITIES.
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
We believe all students deserve a well-rounded education that includes music and the arts. Learning music can be a catalyst for students to achieve their greatest potential. Through music, research has shown positive outcomes for children who engage in ongoing musical study. Kids who play musical instruments are likely to have higher self-esteem, confidence, discipline, concentration, and emotional intelligence (Hallam, 2010). Furthermore, 93% of surveyed classroom teachers at ETM-LA partner schools agree that music education has supported overall improvements in self-confidence and self-esteem (Evaluation Specialists, 2021). We envision a world in which all children have equitable access to quality yearlong sequential music education and music’s benefits to provide hope and a brighter future.
Source: Nonprofit submitted responses
The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.
Goal One: Provide quality sequential, comprehensive PreK-8 music instruction as part of the core curriculum to under-resourced LA County Schools; create pathways and partnerships for long-term sustainability.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Goal Two: Be a public and vocal advocate for diversity, equity, and inclusion in the arts and education sectors through ongoing training, guidance, research, and partnerships aligned with schools/communities.
Goal Type: This goal reflects our commitment to further our advocacy work for our organization and or cause area.
Goal Three: Further strategically invest in organizational infrastructure, internal operations and personnel to support programming & the mission; assess ongoing needs towards staffing & workforce development.
Goal Type: Invest in the capacity of our organization (financial, management, technical, etc.).
The nonprofit provides evidence of investment in leadership development
We believe in embracing growth mindset and nurturing leadership development across the entire organization (current to emerging leaders). We hold space for individual thought and shared ideas to thrive, while offering retreats and resources on critical thinking, transformational and adaptive leadership, and communication with care. The WHY is central to our work and approach. To that end, ETM-LA will continue providing: culturally relevant training for staff/teaching practitioners (including both external and internal facilitators: Dr. Kevin Kumashiro (Author), Dr. Terrence Roberts (Little Rock Nine), Dr. Loneka Battiste (Culturally Responsive Teaching), Dr. Jacqueline Sanderlin (Leadership/Compton, Inglewood; Why Not Incubator), Tiffiny Reckley (ETM-LA Trainer/Author/Speaker on Trauma and Social Justice in the Fine Arts Classroom), and Dr. Franklin Gómez (ETM-LA Instrumental Supervisor; extensive work in under-resourced schools/districts).
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
ETM-LA engages in the following to externally mobilize our mission: - Invest in deepening partnerships with other non-profits, local education agencies, and universities in order to provide pathways for long-term employment within public school systems (includes local community colleges; Collaborate closely with each school district on their individual capacity to onboard full music programs & teachers; Continue to present key findings and research, including ETM-LA’s Two-Year Impact Study (Evaluation Specialists, 2021); Participate in state-wide and local networks (Create CA, LA Arts Ed Collective, NAfME, & more); Present community-based events with celebrity champions for greater impact; Advocate for initiatives to further music education across the region.
The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.
The pandemic and its negative impacts exacerbated existing inequalities within education, systems, and access to resources. When schools were forced to close physically, ETM-LA pivoted all instruction online and worked deeply and collaboratively with music teachers and school partners to ensure equity and access for music learning to continue for all students. We responded to evolving Safer at Home guidelines by adhering to regulations set forth by LA County health officials and the CDC. ETM-LA staff and teachers were resilient, going back in-person 2021-22. We adapted to each of the needs of employees, partners, and communities through flexible scheduling, providing more benefits/personal time off/competitive bonus & salary, and giving access to mental/wellness resources. In addition to training on music education goals and key benchmarks, we provide ongoing training/shared discussion on combating racism and implicit bias, building cultural responsiveness, and implementing social emotional wellness. ETM-LA believes in listening to our communities to lead the way. We center the needs/requests of those whom we work, predominantly populations from historically and systemically under-resourced communities. In order to achieve equity and access of music education, our approach begins with social justice – prioritizing schools with the highest Title 1 % (Free/Reduced Price lunch program) and typically populations of color. We consistently look for ways to strengthen our approach to provide the equitable distribution of resources, quality teachers, and funding to the communities with the greatest gaps in equity. Our 2021 impact study highlights the positive impact that ETM-LA’s programming has on student behaviors associated with social-emotional learning and academic success (i.e. understanding the feelings of, working well with, having skills for resolving conflict with, and cooperating with peers; being more engaged in learning).
Impact & Results
Accountability & Finance
Culture & Community
Leadership & Adaptability
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