Sedona Chamber Music Society Inc
Friends sharing Magical Music with Friends in the Majestic Red Rocks of Sedona
Sedona Chamber Music Society Inc
EIN: 94-2920643
as of September 2024
as of September 09, 2024
Programs and results
Reports and documents
Download other documentsWhat we aim to solve
State budget cuts and underfunding have eliminated or severely reduced music programs essential to Whole Child Learning.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Sedona Community Youth (Intergenerational) Orchestra and Music Education Program
Each season, Chamber Music Sedona (CMS) obtains grant funding to provide free “Concerts for Youth” to students from all Sedona schools plus workshops for students during the season. Funding from the City of Sedona, the Arizona Commission on the Arts, the National Endowment for the Arts, Northern Arizona Regional Behavioral Health Institute and other funders helps provide scholarships for music lessons for deserving students. The music students then join some Seniors to perform in both an elementary, Prelude Orchestra and a more experienced, youth/intergenerational orchestra. This program is supported by the music teachers and administrators as part of “whole child” learning. In addition, CMS has obtained grant funding and donations to provide musical instruments, sheet music and supplies to Sedona area schools.
Where we work
Photos
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
Goals & Strategy
Learn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
For the part of our mission that provides music education program for schoolchildren in Sedona and the Verde Valley, these are the goals and approaches underway:
1. Develop technical, interpretive, listening, theoretical, analysis and performance skills both in the ensemble and individually
Instructors practice routine assessments of students’ individual and group level of preparation and development using industry accepted standard rubrics in the field of orchestral strings education that address posture, tone, left/right hand technique, bow technique, style, musical interpretation, sensitive listening, musicality, proper concert etiquette, best practice habits, etc.
Instructors provide regular, thoughtful, constructive verbal feedback to individuals and ensemble groups to ensure student success and growth.
Students are regularly asked to practice self-assessment, through verbal analysis of rehearsal/performance, and with the use of recordings and technology, resulting in increased self-reflection, growth and progress of the individual or ensemble.
Instructors document advancement toward goal achievement and outcomes through regular staff meetings to review program plans, student progress, and adjust where needed.
2. Promote the development of life skills such as teamwork, empathy, discipline, confidence, poise, and perseverance
Instructors observe students working together to problem solve.
Older students volunteer time to help the younger children during rehearsals.
Students demonstrate consistent and goal-oriented practice habits evident in rehearsal and performance preparation.
Students take time and show patience while persevering through difficult musical passages.
Students practice kindness, tolerance, respect and acceptance for all peers and teachers despite differences in learning styles and demographic circumstances.
Students exhibit poise and confidence both on and off stage.
3. Supplement music programs in schools to provide dedicated students a more challenging and rigorous musical learning environment
Students are given the rare opportunity to attend rehearsals, masterclasses and performances of world class musicians brought to Sedona by Chamber Music Sedona. Success is measured with a goal of 90%-100% attendance rate.
Students who participate in SCYO attend a variety of schools in the area. Some schools offer strings programs, but may not be comprehensive enough to fully challenge our most advanced learners, or may not offer ensemble classes at all. Some schools have no music programs. Additionally, we have some students who are home-schooled, or are enrolled in online school. SCYO succeeds in providing those students with a challenging, engaging and enriching orchestral strings program beyond what their respective schools offer.
Having students participate from a variety of schools helps bring our young community together, thus building strong relationships and friendships to which they might not otherwise be exposed.
What are the organization's key strategies for making this happen?
For the music education program for schoolchildren, the following are the strategies and tactics being employed currently:
The solution: A grant and donor-funded music lessons and string orchestra program. Over the years, the Arizona Legislature has systematically reduced funding for public schools. First to go were essential arts programs so important to whole brain learning for children. The Sedona school music program, developed over years with support from Chamber Music Sedona and other community organizations, has faltered as the local schools have failed to keep music teachers for a consistent program. This CMS program will help support the effort by the school system to restore music education. The two teachers heading this program are experienced local music teachers who helped create some of the original school music programming before funding cuts decimated arts in the schools and eliminated the music lessons.
Children Served: The funds from this matching grant will be used to help provide music lessons and string orchestra sessions for at least 30 students (K-12) who deserve, but cannot afford, the learning opportunity. The Sedona Schools are Title 1 schools. Sedona schools have a diverse population with 65% minority and 62% eligible for-free or reduced cost meals. In addition to the expected benefits of music lessons, students will also learn team building, poise, and personal leadership while participating in the string orchestra sessions.
Timeframe: The 40-week program will begin with the 2023-24 school year. It will be aligned with the school learning objectives and the extended learning afterschool program. All funds raised will help pay for the lesson fees and other student expenses. The school administrators agree with educational studies that incorporating the arts and music into schooling enhances brain development and learning for students from their earliest years. Studies have repeatedly demonstrated that early, consistent involvement with music enhances learning among children and helps them engage more fully with STEM, science, technology, engineering and math. This program is intended to continue to build a vibrant music arts program for Sedona schools and the local community.
The Community: The school music education, concerts and workshops continue the CMS mission to provide the children of Sedona with quality “Whole Child Learning” opportunities and artistic experiences that can last a lifetime. In this time of extreme underfunding by the state government, Sedona school teachers and administrators have informed us that our support of Sedona schools is crucial. The generous funding by ACF of Sedona, the Arizona Commission on the Arts, the City of Sedona, Sedona Arts Festival and Visual Artists Coalition, other grantors and local donors make these critical educational projects possible.
What are the organization's capabilities for doing this?
What have they accomplished so far and what's next?
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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How is your organization using feedback from the people you serve?
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 strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals, CMS does not have some of the issues itemized here.
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Which of the following feedback practices does your organization routinely carry out?
We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We act on the feedback we receive, We tell the people who gave us feedback how we acted on their feedback
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What challenges does the organization face when collecting feedback?
We don't have any major challenges to collecting feedback
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2023 info
0.00
Months of cash in 2023 info
11.6
Fringe rate in 2023 info
0%
Funding sources info
Assets & liabilities info
Financial data
Sedona Chamber Music Society Inc
Revenue & expensesFiscal Year: Jul 01 - Jun 30
Sedona Chamber Music Society Inc
Balance sheetFiscal Year: Jul 01 - Jun 30
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: Jul 01 - Jun 30
This snapshot of Sedona Chamber Music Society Inc’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.
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Business model indicators
Profitability info | 2012 | 2013 | 2014 | 2015 | 2023 |
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Unrestricted surplus (deficit) before depreciation | $272,777 | -$48,899 | -$57,906 | -$3,026 | -$10,634 |
As % of expenses | 74.6% | -12.0% | -14.3% | -0.9% | -4.6% |
Unrestricted surplus (deficit) after depreciation | $270,022 | -$49,283 | -$59,848 | -$6,007 | -$10,634 |
As % of expenses | 73.3% | -12.1% | -14.7% | -1.7% | -4.6% |
Revenue composition info | |||||
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Total revenue (unrestricted & restricted) | $289,331 | $370,348 | $327,053 | $326,647 | $212,386 |
Total revenue, % change over prior year | -21.4% | 28.0% | -11.7% | -0.1% | 0.0% |
Program services revenue | 48.6% | 42.9% | 40.4% | 33.2% | 0.0% |
Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Investment income | -1.1% | 5.1% | 1.6% | 2.7% | 6.8% |
Government grants | 6.1% | 6.6% | 7.3% | 6.4% | 14.2% |
All other grants and contributions | 42.4% | 45.1% | 51.3% | 56.6% | 79.1% |
Other revenue | 4.2% | 0.3% | -0.6% | 1.0% | 0.0% |
Expense composition info | |||||
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Total expenses before depreciation | $365,699 | $408,302 | $405,103 | $355,097 | $231,263 |
Total expenses, % change over prior year | 18.7% | 11.6% | -0.8% | -12.3% | 0.0% |
Personnel | 41.2% | 37.5% | 41.3% | 45.7% | 0.0% |
Professional fees | 23.2% | 18.2% | 4.8% | 20.0% | 55.9% |
Occupancy | 4.0% | 8.2% | 8.4% | 10.1% | 0.0% |
Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Pass-through | 0.0% | 11.1% | 0.0% | 0.0% | 0.0% |
All other expenses | 31.6% | 25.0% | 45.5% | 24.1% | 44.1% |
Full cost components (estimated) info | 2012 | 2013 | 2014 | 2015 | 2023 |
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Total expenses (after depreciation) | $368,454 | $408,686 | $407,045 | $358,078 | $231,263 |
One month of savings | $30,475 | $34,025 | $33,759 | $29,591 | $19,272 |
Debt principal payment | $0 | $0 | $0 | $0 | $0 |
Fixed asset additions | $0 | $42,955 | $8,369 | $0 | $229 |
Total full costs (estimated) | $398,929 | $485,666 | $449,173 | $387,669 | $250,764 |
Capital structure indicators
Liquidity info | 2012 | 2013 | 2014 | 2015 | 2023 |
---|---|---|---|---|---|
Months of cash | 13.6 | 11.6 | 11.0 | 11.4 | 11.6 |
Months of cash and investments | 13.6 | 11.6 | 11.0 | 11.4 | 11.6 |
Months of estimated liquid unrestricted net assets | 12.8 | 8.8 | 6.9 | 7.8 | 16.7 |
Balance sheet composition info | 2012 | 2013 | 2014 | 2015 | 2023 |
---|---|---|---|---|---|
Cash | $413,903 | $395,177 | $370,351 | $336,486 | $223,374 |
Investments | $0 | $0 | $0 | $0 | $0 |
Receivables | $1,248 | $30,025 | $2,275 | $8,158 | $375 |
Gross land, buildings, equipment (LBE) | $71,635 | $114,591 | $122,960 | $122,960 | $229 |
Accumulated depreciation (as a % of LBE) | 23.7% | 15.1% | 15.7% | 18.1% | 0.0% |
Liabilities (as a % of assets) | 2.3% | 3.1% | 6.1% | 1.9% | 0.0% |
Unrestricted net assets | $445,247 | $395,964 | $336,116 | $330,109 | $0 |
Temporarily restricted net assets | $31,055 | $0 | $0 | $0 | N/A |
Permanently restricted net assets | $70,189 | $112,189 | $112,189 | $112,189 | N/A |
Total restricted net assets | $101,244 | $112,189 | $112,189 | $112,189 | $0 |
Total net assets | $546,491 | $508,153 | $448,305 | $442,298 | $322,199 |
Key data checks
Key data checks info | 2012 | 2013 | 2014 | 2015 | 2023 |
---|---|---|---|---|---|
Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Artistic Director
Nickolas Canellakis
Hailed by the The New Yorker as a “superb young soloist,” Nicholas Canellakis has become one of the most sought-after and innovative cellists of his generation, captivating audiences throughout the United States and abroad. Mr. Canellakis performed with the American Symphony Orchestra at Carnegie Hall, as well as appeared with other orchestras around the world. He is an artist of The Chamber Music Society of Lincoln Center, with which he performs regularly in Alice Tully Hall and on tour. He performs numerous recitals each season with his duo collaborator, pianist/composer Michael Brown, and is a regular guest artist at many of the world’s leading music festivals, including Santa Fe, Ravinia, Music@Menlo, La Jolla, Bridgehampton, Hong Kong, Moab, Music in the Vineyards, and Saratoga Springs. Mr. Canellakis has produced, directed, and starred in several short films and music videos, including his popular comedy web series “Conversations with Nick Canellakis.” www.nicholascanellakis.com
President
Brynn Unger
Number of employees
Source: IRS Form 990
Sedona Chamber Music Society Inc
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
Sedona Chamber Music Society Inc
Board of directorsas of 08/14/2024
Board of directors data
Brynn Burkee Unger
Chamber Music Sedona
Term: 2019 - 2025
Brynn Burkee Unger
Chamber Music Sedona
Birgit Loewensein
Chamber Music Sedona
Winnie Muench
Chamber Music Sedona
Steve Segner
Chamber Music Sedona
John Neville
Chamber Music Sedona
Richard Witlin
Chamber Music Sedona
Rob Schottland
Chamber Music Sedona
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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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? Not applicable -
CEO oversight
Has the board conducted a formal, written assessment of the chief executive within the past year ? Not applicable -
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? Not applicable