REDLANDS SYMPHONY ASSOCIATION
REDLANDS SYMPHONY ASSOCIATION
EIN: 33-0055395
as of September 2024
as of September 09, 2024
Mission
TO INSPIRE, ENTERTAIN AND EDUCATE BY PROVIDING OUTSTANDING MUSICAL PERFORMANCES THAT ENHANCE OUR UNIQUE CULTURAL ENVIRONMENT.
Ruling year
1985
Executive Director
Dr. Kevin Eberle-Noel
Main address
112 E. Olive Ave., Suite C
Redlands, CA 92373 USA
EIN
33-0055395
Arts and culture
Community and economic development
Population served
Adults
Children and youth
NTEE code
Arts, Cultural Organizations - Multipurpose (A20)
Community Improvement, Capacity Building N.E.C. (S99)
Arts, Cultural Organizations - Multipurpose (A20)
IRS subsection
501(c)(3) Public Charity
IRS filing requirement
This organization is required to file an IRS Form 990 or 990-EZ.
Tax forms
Communication
Programs and results
What we aim to solve
The Redlands Symphony seeks to solve problems of isolation and discontent in our region by providing musical experience in a variety of genres, mediums, and spaces.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Six Season Concerts
We are a professional orchestra that presents six regular concerts each season and performs two additional concerts during the summer.
OrKIDstra
Four orchestral concerts provided free to about 5,000 local school children.
Where we work
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of free participants on field trips
This metric is no longer tracked.Totals By Year
Population(s) Served
Children
Related Program
OrKIDstra
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
The OrKIDstra field trip series provides completely free trips to the Memorial Chapel at hear an orchestra perform a concert curated just for 4th and 5th grade students.
Total number of fields trips
This metric is no longer tracked.Totals By Year
Population(s) Served
Children
Related Program
OrKIDstra
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Total paid seats filled for open rehearsals
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults
Related Program
Six Season Concerts
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Our Happy Hour Rehearsal series brings people in our community together to learn, create connections, and go behind the scenes to see the process of creating extraordinary music right here in Redlands
Total number of open rehearsals
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults
Related Program
Six Season Concerts
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Total number of paid seats filled for performances
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults, Children and youth, Ethnic and racial groups
Related Program
Six Season Concerts
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Total number of free seats filled for performances
This metric is no longer tracked.Totals By Year
Population(s) Served
Ethnic and racial groups, Adults, Children and youth
Related Program
Six Season Concerts
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Average dollar price for performance tickets
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults, Children and youth, Ethnic and racial groups
Related Program
Six Season Concerts
Type of Metric
Output - describing our activities and reach
Direction of Success
Holding steady
Total number of performances
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults, Children and youth, Ethnic and racial groups
Related Program
Six Season Concerts
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Number of professional artists employed
This metric is no longer tracked.Totals By Year
Population(s) Served
Adults, Children and youth, Ethnic and racial groups
Related Program
Six Season Concerts
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
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?
The Redlands Symphony produces concerts with the goals of sustaining and contributing to the Western canon of art music; providing places and spaces for human connection, introspection, and emotional development; and create a culture in the eastern Inland Empire of community and improved quality of life.
What are the organization's key strategies for making this happen?
The Redlands Symphony seeks to reflect the strength and diversity of our community through the musical lens by producing concerts that speak to the great diversity of people in our region. We employ musicians from across Southern California to perform music by composers spanning 400 years of tradition and those invested in the music of today. We seek to find spaces that are accessible and dismantle the ivory tower of "classical" music to make it a resource for our community to connect, recharge, and feel like they belong.
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 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 strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals
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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 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 demographics (e.g., race, age, gender, etc.), We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We share the feedback we received with the people we serve, We tell the people who gave us feedback how we acted on their feedback, We ask the people who gave us feedback how well they think we responded
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What challenges does the organization face when collecting feedback?
It is difficult to get the people we serve to respond to requests for feedback, We don’t have the right technology to collect and aggregate feedback efficiently, It is difficult to find the ongoing funding to support feedback collection, Staff find it hard to prioritize feedback collection and review due to lack of time, It is difficult to identify actionable feedback
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2023 info
1.95
Months of cash in 2023 info
1.9
Fringe rate in 2023 info
15%
Funding sources info
Assets & liabilities info
Financial data
REDLANDS SYMPHONY ASSOCIATION
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 REDLANDS SYMPHONY ASSOCIATION’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
Business model indicators
| Profitability info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | -$31,685 | $16,302 | $82,011 | $10,129 | -$36,776 |
| As % of expenses | -3.4% | 2.1% | 15.8% | 1.1% | -3.9% |
| Unrestricted surplus (deficit) after depreciation | -$34,807 | $13,214 | $78,772 | $9,032 | -$38,581 |
| As % of expenses | -3.7% | 1.7% | 15.1% | 1.0% | -4.0% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $992,012 | $719,558 | $573,749 | $1,124,347 | $1,102,587 |
| Total revenue, % change over prior year | 0.9% | -27.5% | -20.3% | 96.0% | -1.9% |
| Program services revenue | 31.3% | 34.1% | 3.3% | 17.4% | 20.3% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | 7.5% | 8.4% | 9.8% | 8.5% | 9.2% |
| Government grants | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| All other grants and contributions | 58.9% | 63.5% | 70.8% | 67.5% | 69.1% |
| Other revenue | 2.3% | -6.0% | 16.0% | 6.6% | 1.4% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $927,068 | $789,469 | $519,869 | $910,306 | $951,697 |
| Total expenses, % change over prior year | 4.5% | -14.8% | -34.1% | 75.1% | 4.5% |
| Personnel | 58.8% | 58.3% | 50.9% | 50.7% | 57.8% |
| Professional fees | 15.0% | 17.8% | 24.6% | 16.6% | 17.7% |
| Occupancy | 0.0% | 2.3% | 4.7% | 3.1% | 2.7% |
| Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Pass-through | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| All other expenses | 26.2% | 21.6% | 19.8% | 29.6% | 21.8% |
| Full cost components (estimated) info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $930,190 | $792,557 | $523,108 | $911,403 | $953,502 |
| One month of savings | $77,256 | $65,789 | $43,322 | $75,859 | $79,308 |
| Debt principal payment | $0 | $0 | $14,447 | $0 | $0 |
| Fixed asset additions | $0 | $0 | $0 | $1,826 | $8,022 |
| Total full costs (estimated) | $1,007,446 | $858,346 | $580,877 | $989,088 | $1,040,832 |
Capital structure indicators
| Liquidity info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Months of cash | 2.6 | 1.9 | 3.9 | 1.9 | 1.9 |
| Months of cash and investments | 21.7 | 24.4 | 44.9 | 26.8 | 25.7 |
| Months of estimated liquid unrestricted net assets | 8.1 | 9.8 | 16.6 | 9.6 | 8.6 |
| Balance sheet composition info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Cash | $197,452 | $126,717 | $167,789 | $146,747 | $151,180 |
| Investments | $1,476,706 | $1,481,665 | $1,777,951 | $1,888,007 | $1,890,733 |
| Receivables | $108,388 | $61,230 | $54,050 | $13,480 | $0 |
| Gross land, buildings, equipment (LBE) | $15,761 | $17,011 | $17,011 | $18,838 | $26,860 |
| Accumulated depreciation (as a % of LBE) | 58.1% | 72.0% | 91.0% | 88.0% | 68.5% |
| Liabilities (as a % of assets) | 7.8% | 2.2% | 2.2% | 12.2% | 3.7% |
| Unrestricted net assets | $630,520 | $643,734 | $722,506 | $731,538 | $692,957 |
| Temporarily restricted net assets | $15,260 | N/A | N/A | N/A | N/A |
| Permanently restricted net assets | $1,018,816 | N/A | N/A | N/A | N/A |
| Total restricted net assets | $1,034,076 | $1,009,614 | $1,250,176 | $1,083,103 | $1,310,504 |
| Total net assets | $1,664,596 | $1,653,348 | $1,972,682 | $1,814,641 | $2,003,461 |
Key data checks
| Key data checks info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Executive Director
Dr. Kevin Eberle-Noel
Dr. Kevin Eberle-Noel has been an arts administrator since 2011. With a wide range of experience in several facets of an arts organization, including ticketing/patron services, fundraising, marketing, operations, artistic planning, and educational programming, Dr. Eberle-Noel believes the arts are indispensable to a community and serve the function of community building, individual processing, and artistic inspiration and fulfillment. Prior to his appointment with the Redlands Symphony in 2022, Dr. Eberle-Noel held positions at Palm Beach Opera (West Palm Beach, FL) and the Las Vegas Philharmonic (Las Vegas, NV).
Number of employees
Source: IRS Form 990
REDLANDS SYMPHONY ASSOCIATION
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
REDLANDS SYMPHONY ASSOCIATION
Board of directorsas of 08/16/2024
Board of directors data
Mrs. Kathryn Cencirulo
Retired Eductor
Term: 2025 - 2023
Karen Hansberger
Private Practice Doctor
Julie Michaels
Executive Director, Plymouth Village
Sharen Jeffries
Medical Doctor
Luann Bangsund
Retired Banker
James Appleton
Retired President, University of Redlands
Robert Bourne
Doctor, Beaver Medical Group
Caroleen Cosand
Retired Educator
Eric Gruenler
Community Volunteer
Melodee Seccombe
Retired Educator
Ronald Warnell
Psychiatrist
Douglas Hegstad
Doctor, Loma Linda University Medical Center
Joseph Modica
Director, University of Redlands Conservatory of Music
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? Yes -
CEO oversight
Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes -
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
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
Gender identity
Transgender Identity
Sexual orientation
Disability
We do not display disability information for organizations with fewer than 15 staff.
Equity strategies
Last updated: 06/27/2023GuideStar 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
- 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 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 have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
- 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.
Professional fundraisers
Fiscal year endingSOURCE: IRS Form 990 Schedule G
Solicitation activities
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