PLATINUM2024

Save The Music Foundation

Music saves.

aka VH1 Save The Music Foundation   |   NEW YORK, NY   |  savethemusic.org
GuideStar Charity Check

Save The Music Foundation

EIN: 13-6089816


Mission

Save The Music Foundation is a 501(c)(3) music education nonprofit that helps students, schools, and communities reach their full potential through the power of making music. For 25 years, Save The Music (STM) has addressed systemic inequities in music education by investing in culturally rich communities across the US. Since its inception, STM has donated nearly $70M worth of instruments and technology to over 2,500 schools – impacting millions of students' lives. And we’re just getting started! Learn more at savethemusic.org

Ruling year info

1955

Executive Director

Mr. Henry Donahue

Main address

P.O. Box 2096

NEW YORK, NY 10108-2096 USA

Show more contact info

EIN

13-6089816

Subject area info

Music

Elementary and secondary education

Arts education

Population served info

Children and youth

NTEE code info

Arts Education/Schools (A25)

Alliance/Advocacy Organizations (R01)

What we aim to solve

SOURCE: Self-reported by organization

The national landscape shows us that almost all affluent and suburban school districts provide music as a core part of their children’s education. The approximately 5 million public school students who don’t have access to music education attend public schools that largely serve low-income, of color, and immigrant students. At the same time, the popular music that is our country’s #1 cultural export and drives a billion-dollar global business – hip hop, rock, blues, jazz, gospel – comes from these same communities. By investing in school music education, we are connecting these students to a very rich musical and cultural legacy that is rightfully theirs. Furthermore, for young people and people from communities outside the traditional power structure, music has long been the means to get their stories out to the world.

Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Save The Music Foundation

STM believes every child in every public school should have the opportunity to make music as part of their education and that this is an achievable goal in our lifetime. To get there, we are investing in community-centered projects that create systems-level change to increase access to in-school music programs for public school students – aligned with standards-based education and taught by qualified teachers.

Specifically, when a partner school district commits to providing teachers to teach music during the regular school day, STM:
• Provides schools with the capital investment of instruments, technology, and other resources.
• Supports music teachers with professional development, research, and classroom content.
• Advocates for music as a necessary component of every student’s education.

Population(s) Served
Children and youth

Where we work

Awards

For broadcast and cable excellence 1999

George Foster Peabody Award

From the Academy of Television Arts & Sciences 2000

Governors Award (the Emmy Award)

Beacon Award Community Relations – Full Campaign 2000

Cable Television Public Affairs Association

Beacon Award - Full Campaign 2001

Cable Television Public Affairs Association

2001 Golden Beacon Award Education - Full Campaign 2001

Cable Television Public Affairs Association

Beacon Award Education – Restoration of music program in Buffalo 2001

Cable Television Public Affairs Association

Beacon Award Community Relations – Full Campaign 2002

Cable Television Public Affairs Association

Beacon Award - Government - Full Campaign 2002

Cable Television Public Affairs Association

Beacon Award Education - Full Campaign 2002

Cable Television Public Affairs Association

Beacon Award Events & Observances - VH1 STM & Cable Partners 2007

Cable Television Public Affairs Association

Beacon Award Finalist - Events & Observances - VH1 STM Hip Hop Honors Week 2007

Cable Television Public Affairs Association

Beacon Award Events and Observances - 10th Anniversary Gala 2008

Cable Television Public Affairs Association

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Number of new programs/program sites

This metric is no longer tracked.
Totals By Year
Population(s) Served

Adolescents, Children

Related Program

Save The Music Foundation

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

This metric shows the number of schools STM partners with each year to deliver grants of instruments, equipment, targeted professional development, and ongoing program support.

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

We believe every child in every American public school should have the opportunity to make music as part of their education and that this is an achievable goal in our lifetime.

Our approach is to build community-level partnerships with local music advocates, educators, artists, and funders in places where we see opportunities to invest in 30, 50, or 100+ schools over several years, driven by thorough needs assessments from those partners and publicly available data. When successful, this approach catalyzes growth across a community music ecosystem – creating impact for students, schools, and other music and arts non-profits.

Community in this instance can be broadly defined: a school district, a city, a metro area, even a state. In every case, investment in young people’s creativity through the public school system should lead to both better outcomes for those students’ well-being and future success, and increased participation in the larger creative economy.

Save The Music believes every child in every public school should have the opportunity to make music as part of their education and that this is an achievable goal in our lifetime. To get there, we are investing in community-centered projects that create systems-level change to increase access to in-school music programs for public school students – aligned with standards-based education and taught by qualified teachers. Specifically, when a partner school district commits to providing teachers to teach music during the regular school day, STM:

• Provides schools with the capital investment of instruments, technology, and other resources.
• Supports music teachers with professional development, research, and classroom content.
• Advocates for music as a necessary component of every student’s education.

Program options range from elementary school (Intro to Music with an emphasis on early development), to middle school (Core Band, Strings, or Mariachi; J Dilla Jr. intro to electronic music), to high school music tech and career pathways (our J Dilla Music Tech Grant). Each one-time grant includes 10 years of program support, monitoring and evaluation services.

STM has been at the forefront of music education advocacy at the local, state, and national level for over two decades. On the local level, STM works in close partnership with school districts and in tandem with community-based organizations and stakeholders to advance a shared vision for music education. Staff members participate in community and school board meetings; and they are members of local roundtables and working groups. At the state and national level, STM staff members actively promote the importance of music education equity at a variety of state and national conferences, such as the National Association of Elementary School Principals and SXSW Edu, and exhibits and presents awards to celebrate superintendents who show strong support of music education at the National School Boards Association and AASA: The School Superintendent Association.

Over the past 25 years, STM has received many awards recognizing our work to advance music education, including for example, an Emmy Award, Peabody Award, and special recognition from the Americans for the Arts and The United States Conference of Mayors for excellence in arts programs for youth.

Founded in 1997, STM has addressed the systemic inequalities in music education by investing in communities across the US – donating school instruments and technology; working as a convener, expert, and catalyst; helping to train and support teachers; and starting and building thousands of new music programs in over 2,500 schools in 287 school districts nationwide.

Save The Music is growing both the number of partner communities and our impact in each community:

• In 2021, STM invested in 100+ schools and community projects nationwide, roughly double our level of program investment from 5 years ago.
• We launched significant new community-based programs in Mississippi and Los Angeles.
• In response to the mental health impact of the pandemic on school-aged children, we added a new level of support and training for teachers on ways to bring social-emotional learning and trauma-informed care into their work in the music classroom.

Overall, our goal is to double our impact again by 2024 – investing in over 600 schools across 10+ partner communities over this four-year period.

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We shared information about our current feedback practices.
  • How is your organization using feedback from the people you serve?

    To identify bright spots and enhance positive service experiences, To inform the development of new programs/projects, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals

  • Which of the following feedback practices does your organization routinely carry out?

    We collect feedback from the people we serve at least annually, We aim to collect feedback from as many people we serve as possible, We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive

  • What challenges does the organization face when collecting feedback?

    It is difficult to get the people we serve to respond to requests for feedback, It is difficult to find the ongoing funding to support feedback collection, It is difficult to collect feedback directly from public school students.

Financials

Save The Music Foundation
Fiscal year: Jan 01 - Dec 31
Financial documents
2021 Audited Financial Statements FYE 12-31-21
done  Yes, financials were audited by an independent accountant. info

Revenue vs. expenses:  breakdown

SOURCE: IRS Form 990 info
NET GAIN/LOSS:    in 
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.

Liquidity in 2022 info

SOURCE: IRS Form 990

3.93

Average of 3.09 over 10 years

Months of cash in 2022 info

SOURCE: IRS Form 990

7.9

Average of 6.8 over 10 years

Fringe rate in 2022 info

SOURCE: IRS Form 990

23%

Average of 26% over 10 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990

Save The Music Foundation

Revenue & expenses

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data

Save The Music Foundation

Balance sheet

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.

Fiscal year ending: cloud_download Download Data

Save The Music Foundation

Financial trends analysis Glossary & formula definitions

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990 info

This snapshot of Save The Music Foundation’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.

Created in partnership with

* This organization changed its fiscal year accounting period in 2019. Please refer to its 2019 990s for more information.

Business model indicators

Profitability info 2018 2019 * 2020 2021 2022
Unrestricted surplus (deficit) before depreciation $240,249 -$160,812 $724,379 $3,116,297 $413,260
As % of expenses 6.0% -4.4% 23.9% 60.2% 5.2%
Unrestricted surplus (deficit) after depreciation $229,416 -$182,479 $702,713 $3,110,880 $413,260
As % of expenses 5.7% -5.0% 23.1% 60.0% 5.2%
Revenue composition info
Total revenue (unrestricted & restricted) $4,061,170 $3,903,805 $3,757,342 $8,206,045 $8,246,893
Total revenue, % change over prior year 0.6% -3.9% -3.8% 118.4% 0.5%
Program services revenue 0.0% 0.0% 0.0% 0.0% 0.0%
Membership dues 0.0% 0.0% 0.0% 0.0% 0.0%
Investment income 0.0% 0.0% 0.0% 0.0% 0.0%
Government grants 0.0% 0.0% 7.8% 5.3% 3.0%
All other grants and contributions 99.9% 99.9% 92.1% 94.7% 97.0%
Other revenue 0.1% 0.1% 0.0% 0.0% 0.0%
Expense composition info
Total expenses before depreciation $3,992,393 $3,649,445 $3,026,386 $5,177,712 $8,012,269
Total expenses, % change over prior year -4.0% -8.6% -17.1% 71.1% 54.7%
Personnel 23.0% 27.6% 31.8% 22.4% 19.6%
Professional fees 5.9% 7.9% 5.9% 3.8% 9.2%
Occupancy 0.0% 0.0% 0.0% 0.0% 0.0%
Interest 0.0% 0.0% 0.0% 0.0% 0.0%
Pass-through 56.2% 54.1% 51.6% 65.4% 62.0%
All other expenses 14.9% 10.5% 10.6% 8.3% 9.1%
Full cost components (estimated) info 2018 2019 2020 2021 2022
Total expenses (after depreciation) $4,003,226 $3,671,112 $3,048,052 $5,183,129 $8,012,269
One month of savings $332,699 $304,120 $252,199 $431,476 $667,689
Debt principal payment $0 $0 $0 $0 $0
Fixed asset additions $51,000 $0 $0 $0 $0
Total full costs (estimated) $4,386,925 $3,975,232 $3,300,251 $5,614,605 $8,679,958

Capital structure indicators

Liquidity info 2018 2019 2020 2021 2022
Months of cash 3.1 3.0 4.5 10.1 7.9
Months of cash and investments 3.1 3.0 4.5 10.1 7.9
Months of estimated liquid unrestricted net assets 0.6 0.1 2.7 8.8 6.3
Balance sheet composition info 2018 2019 2020 2021 2022
Cash $1,014,948 $900,368 $1,124,590 $4,358,041 $5,277,966
Investments $0 $0 $0 $0 $0
Receivables $643,703 $839,678 $743,767 $755,466 $1,022,730
Gross land, buildings, equipment (LBE) $65,000 $65,000 $65,000 $65,000 $65,000
Accumulated depreciation (as a % of LBE) 16.7% 50.0% 91.7% 100.0% 100.0%
Liabilities (as a % of assets) 57.1% 45.7% 8.2% 7.5% 21.4%
Unrestricted net assets $244,909 $62,430 $694,158 $3,805,038 $4,218,298
Temporarily restricted net assets $508,128 $923,300 N/A N/A N/A
Permanently restricted net assets $0 $0 N/A N/A N/A
Total restricted net assets $508,128 $923,300 $1,051,600 $963,636 $785,000
Total net assets $753,037 $985,730 $1,745,758 $4,768,674 $5,003,298

Key data checks

Key data checks info 2018 2019 2020 2021 2022
Material data errors No No No No No

Operations

The people, governance practices, and partners that make the organization tick.

Documents
Form 1023/1024 is not available for this organization

Executive Director

Mr. Henry Donahue

Henry Donahue is VP and Executive Director of Save the Music Foundation. Henry was formerly COO and Head of Partnerships for Purpose. Henry oversaw Purpose's business development, strategic partnerships, technology, and financial operations. He also served on the board of Foodstand, a Purpose-incubated venture. Before joining Purpose, Henry worked as a media executive focused on digital product development, M&A and financial operations, most notably as the CEO & Publisher of Discover Magazine. He has held senior executive positions at Conde Nast, PRIMEDIA, and LeadingTree.com. Henry spent most of the 1990's on the road as fund-raiser and consultant for local and national Democratic political campaigns, including U.S. Senatorrs Jay Rockefeller (D-WV) and Ron Wyden (D-OR). He has worked for progressive candidates in New York City, Tennessee, Massachusetts, North Carolina, South Carolina, Indiana, Kentucky, Missouri and Kansas.

Number of employees

Source: IRS Form 990

Save The Music Foundation

Officers, directors, trustees, and key employees

SOURCE: IRS Form 990

Compensation
Other
Related
Show data for fiscal year
Compensation data
Download up to 5 most recent years of officer and director compensation data for this organization

Save The Music Foundation

Highest paid employees

SOURCE: IRS Form 990

Compensation
Other
Related
Show data for fiscal year
Compensation data
Download up to 5 most recent years of highest paid employee data for this organization

Save The Music Foundation

Board of directors
as of 03/12/2024
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board co-chair

Elena Diaz

ViacomCBS Entertainment & Youth Group


Board co-chair

Allen Murabayashi

PhotoShelter

Tom Chavez

Noah Kerner

Mark Leiter

Mike Levine

Chris McCarthy

Laurie Schell

Kevin Ng

Jennifer Box

Sway Calloway

Brianna Cayo Cotter

Jesse Collins

Wanda Coriano

Leslie Fram

Jennifer Grady

Suzanne Hall

Grace Hong

Cesar Martinez

Nicole Portwood

Malika Quemerais

Alan Sartirana

Nat Zilkha

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? No
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? No
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? No

Organizational demographics

SOURCE: Self-reported; last updated 11/10/2022

Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.

Leadership

The organization's leader identifies as:

Race & ethnicity
White/Caucasian/European
Gender identity
Male, Not transgender
Sexual orientation
Heterosexual or Straight

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation

Disability

No data

Equity strategies

Last updated: 11/10/2022

GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more

Data
  • We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
  • 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.
Policies and processes
  • 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 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.

Contractors

Fiscal year ending
There are no fundraisers recorded for this organization.