Structural Deficit
"Offers high-quality choral music education for children of diverse backgrounds, fostering development and cultural appreciation through performances, festivals, and early childhood music programs."
— Statement of Program Service Accomplishments
What does this mean?
Persistently low financial health over 5 years despite strong programmatic output. They are borrowing from their future (or bleeding an endowment) to pay for today's programs.
The Path Forward
The Truth-Teller
Forces necessary, painful cuts to preserve the core. It demands that the organization stop borrowing from its future and align its current programmatic output with actual sustainable revenue.
Demonstrated Impact
- 32% of children receive full or partial scholarships
- 126 middle school students participated in festival
- Representing 180 area schools
Title
Representative Institutions
Institutional Epochs
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2023 | Hidden | Hidden | 9.9% | 40 | Fragile | Decline Risk | |
| 2022 | — | — | 9.9% | 44 | Fragile | Recovery | |
| 2021 | — | — | 12.3% | 34 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 17.9% | 31 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 7.8% | 40 | Financially Distressed | Recovery | |
| 2015 | — | — | 10.6% | 36 | Financially Distressed | Stable Watch | |
| 2014 | — | — | 13.6% | 36 | Financially Distressed | Stable Watch | |
| 2013 | — | — | — | 36 | Financially Distressed | Recovery | |
| 2012 | — | — | 21.2% | 31 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | 38.1% | 26 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DARREN DAILEY | Board President | 9.5% of Rev | ||
| SUSANA CRUZ | Board Member | — | ||
| DAVID DECAMP | Board President | — | ||
| YVONNE MCCLAIN GOMES | Board Member | — | ||
| JOHN HARMAN | Secretary | — | ||
| AMANDA HEGEMAN | Board Member | — | ||
| KIM ROWLAND | Board President | — | ||
| BETH SHELLY | Board Member | — | ||
| PAMELA SMITH | Treasurer | — | ||
| HEATHER SOLONKA | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 244 other orgs in FL with NTEE prefix A6.
Most-divergent component: program score sits 29 points above the peer median (60 vs. 31).
5-year trend: Structural Deficit
Persistently low financial health over 5 years despite strong programmatic output. They are borrowing from their future (or bleeding an endowment) to pay for today's programs.
Overall score has gone from 34 → 40 over 5 years (improving by 6 points).
What's driving this score
- Comp-to-revenue ratio of 9.9% sits within the sector's healthy band (18–22%).
- Financial resilience score in the bottom quartile — reserves and liabilities ratios warrant review.
What would change this score
The two changes that would most improve this score:
- Build cash reserves to at least 3 months of operating expenses — moves financial resilience score meaningfully (~10 points).
Improving governance is a board decision. These are the levers.