CENTER FOR CREATIVE EDUCATION
Reinventing Education Through The Arts!
CENTER FOR CREATIVE EDUCATION
EIN: 65-0594599
Programs and results
What we aim to solve
Nationwide, two thirds of students cannot read on grade level and our zip-code reflects this failure, where only 27% of the third graders in our high-poverty neighborhood achieve reading proficiency. Early illiteracy can lead to early dropouts. Illiteracy not only harms students’ success in school but also damages individual hopes for the future and contributes to intergenerational poverty. Additionally, poor performance and declining academic achievement nationwide demonstrate that traditional methods of standardized curriculum and testing do not provide equity and access to a quality education for all learners. We use an arts-integrated approach to teaching and learning to break the barriers of traditional education, leveraging the arts to teach academic subjects.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
The Foundations School
Mission
The Foundations School’s mission is to teach our students the foundations of learning—reading proficiency, engagement in curriculum, creativity, and academic achievement.
Vision
The Foundations School’s vision is to serve as a model for an equitable foundation in learning that improves the lives of every child.
Implementation
The Foundations School accomplishes our mission by propelling children’s academic growth in reading proficiency, curriculum engagement, creative and artistic practice, and social emotional well-being. Our highly-qualified teachers and teaching artists build authentic connections between core content and arts concepts that are responsive to students’ learning needs. This foundational approach to teaching and learning transforms students into confident learners.
Impact
The Foundations School’s impact is measured through equity in reading achievement, access to curriculum engagement, and closing the achievement gap.
CADRE: Afterschool Outreach
C.A.D.R.E.
CREATIVE ARTS DESIGNED TO REINFORCE EDUCATION
CCE'S Afterschool Outreach Program CADRE
We are an authorized Extended Learning Opportunities (ELO) provider through Prime Time Palm Beach County and serve nearly 7,000 students in afterschool sites throughout much of the County’s 2,383 square miles. We have Teaching Artists going to sites as far north as Jupiter, as far south as Boca Raton, and as far west as Pahokee and Belle Glade. CCE runs sessions throughout the school year and over the summer.
Where we work
External reviews

Photos
Our results
How does this organization measure their results? It's a hard question but an important one.
Number of students enrolled
This metric is no longer tracked.Totals By Year
Related Program
The Foundations School
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
Year one begins in 2021.
Number of students who demonstrate improved overall literacy
This metric is no longer tracked.Totals By Year
Related Program
The Foundations School
Type of Metric
Outcome - describing the effects on people or issues
Direction of Success
Increasing
Context Notes
Year one begins in 2021.
Number of students per classroom during the reporting period
This metric is no longer tracked.Totals By Year
Related Program
The Foundations School
Type of Metric
Other - describing something else
Direction of Success
Holding steady
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 Center for Creative Education’s mission is to transform teaching and learning through creativity and the arts. Our goal is to disrupt educational inequality by successfully teaching our students the foundations of learning—reading proficiency, curriculum engagement, creative practice, and academic achievement. CCE provides a much-needed alternative approach to teaching and learning that reaches a diverse range of learners and inspires students to want to learn.
On January 4, 2021, Center for Creative Education opened a new and innovative K-5 school called The Foundations School. This school uses an arts-integrated approach to teaching and learning, leveraging subjects like music, painting, and more to engage students in academic subjects. Additionally, The Foundations School relies on small class sizes and regular assessment to provide students with the one-on-one attention they need to succeed.
CCE’s goals are:
• To be a leader in transforming educational environments and systems to better prepare students to meet the challenges and opportunities of the 21st century with courage and confidence.
• To ensure equal access to and equal opportunity in educational programs.
• To provide research-based recommendations for the future training of teachers.
• To end multigenerational poverty through educational success.
What are the organization's key strategies for making this happen?
The concept of The Foundations School grew out of a year-long strategic planning process to envision what CCE’s next 25 years will accomplish: a deeper impact on children’s learning, a more powerful collaboration with our neighborhood needs, and a more impactful role in disrupting educational inequality by providing a successful model of teaching and learning. As student literacy needs are persistent and the neighborhood crisis is pressing, we are eager to dive into this next chapter of our organization’s mission.
Neighborhood Strategies
• Offer an affordable, high-quality education with certified teachers and teaching artists to low-income students in our neighborhood.
District-wide Strategies
• Continue to provide direct creative and educational outreach services across Palm Beach County.
• Develop out-of-school programs at our facility focused on improving academic performance.
• Provide professional development and curriculum design for the district focused on increasing teacher and teaching artist capacity that promotes a student-centered learning environment.
Nation-wide Strategies
• Building a school model that will evolve into a transferrable model to be used in other communities.
• Design and develop a demonstration elementary school used for the training of future teachers, educational experimentation, educational research, and professional development.
• Provide consulting, applied research, program design, and evaluation services to individual schools, school districts, cultural organizations and researchers on the role of creativity in the field of education.
What are the organization's capabilities for doing this?
Center for Creative Education’s capabilities include longevity, district-wide programming, multi-million-dollar fundraising, academic insightfulness, and the capability to impact over 9,000 students per year. Since CCE was created in 1994 as an educational nonprofit, we have increased our budgets, started construction on a new campus, and increased the spread of arts education and the number of arts offerings in Palm Beach County classrooms and afterschool.
Today, we are capable of delivering professional teaching of the arts to more than 9000 students and hundreds of teachers. CCE transforms artists into “teaching” artists who collaborate with classroom teachers to demonstrate how creativity and the arts can benefit the learning process for all students. Our collaborative, professional development model continues to be one of the most impactful advancements that CCE has given to education in Palm Beach County.
Additionally, CCE operates The Foundations School, a K-5 independent school that aims to break the barriers of traditional learning through the arts. This school gives us the ability to serve low-income students, work with community partners, and further develop our unique model for teaching and learning.
What have they accomplished so far and what's next?
Neighborhood Progress
We opened The Foundations School in January 2021 to address the growing literacy crisis in our community. In our first year, our third grade students started the year with only 33% of students reading on or above grade level. By the end of the year, 67% of students were reading on or above grade level, an increase of 34%.
Additionally, we saw growth in our students creative capabilities. We measure this by assessing students’ growth in four areas: creative confidence, problem-solving, originality, and creative elaboration. The assessments are conducted three times a year: at the start of the school year, mid way through, and once again at the end of the year. At the beginning of the school year, our students were measuring at a level 2 on average, meaning that they were scoring as “malleable” on a 1-4 level scale (stable, malleable, creative, and creative competence). By the end of the year, the students collectively averaged a gain of one level, advancing to level 3, or “creative.”
District-Wide Progress
• CCE is a leading provider of resources, support, and professional development services for teachers, principals, teaching artists and other education professionals in Palm Beach County, surrounding counties, and in select other regional and national locations.
• CCE attracts a growing number of students to its on-site and at campus services.
• CCE is recognized for not only the quality but the impact of its work – in the lives and communities it serves.
• CCE has developed a Board of a composition and engagement that is on par with the institution's needs and aspirations.
• CCE enjoys a growing base of annual donors, members, sponsors, foundation, and government supporters, leading to an increasingly diversified revenue base.
• CCE enjoys a working capital base and human resource pool sufficient to sustain and flourish.
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 identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve
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Which of the following feedback practices does your organization routinely carry out?
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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 2022 info
0.11
Months of cash in 2022 info
1.7
Fringe rate in 2022 info
20%
Funding sources info
Assets & liabilities info
CENTER FOR CREATIVE EDUCATION
Revenue & expensesFiscal Year: Oct 01 - Sep 30
SOURCE: IRS Form 990
CENTER FOR CREATIVE EDUCATION
Balance sheetFiscal Year: Oct 01 - Sep 30
SOURCE: IRS Form 990
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: Oct 01 - Sep 30
SOURCE: IRS Form 990
This snapshot of CENTER FOR CREATIVE EDUCATION’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 | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Unrestricted surplus (deficit) before depreciation | $558,976 | $86,811 | $126,175 | $1,154,714 | $2,508,615 |
As % of expenses | 34.1% | 4.9% | 6.2% | 47.7% | 106.4% |
Unrestricted surplus (deficit) after depreciation | $317,412 | -$159,004 | -$72,150 | $959,938 | $2,320,666 |
As % of expenses | 16.9% | -8.0% | -3.2% | 36.7% | 91.1% |
Revenue composition info | |||||
---|---|---|---|---|---|
Total revenue (unrestricted & restricted) | $2,030,482 | $1,800,647 | $2,396,032 | $4,157,230 | $5,252,412 |
Total revenue, % change over prior year | -17.0% | -11.3% | 33.1% | 73.5% | 26.3% |
Program services revenue | 4.6% | 3.7% | 1.1% | 0.3% | 4.9% |
Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Investment income | 3.2% | 1.7% | 0.3% | 0.0% | 0.0% |
Government grants | 0.0% | 2.0% | 0.0% | 27.2% | 19.6% |
All other grants and contributions | 91.2% | 92.6% | 98.3% | 105.6% | 75.4% |
Other revenue | 1.0% | 0.0% | 0.3% | -33.1% | 0.1% |
Expense composition info | |||||
---|---|---|---|---|---|
Total expenses before depreciation | $1,639,006 | $1,754,175 | $2,046,587 | $2,423,218 | $2,358,046 |
Total expenses, % change over prior year | 17.3% | 7.0% | 16.7% | 18.4% | -2.7% |
Personnel | 55.4% | 53.3% | 59.1% | 69.7% | 74.1% |
Professional fees | 1.6% | 6.6% | 3.8% | 9.2% | 8.1% |
Occupancy | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
Interest | 0.7% | 0.7% | 0.5% | 4.1% | 0.2% |
Pass-through | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
All other expenses | 42.4% | 39.5% | 36.6% | 17.1% | 17.6% |
Full cost components (estimated) info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Total expenses (after depreciation) | $1,880,570 | $1,999,990 | $2,244,912 | $2,617,994 | $2,545,995 |
One month of savings | $136,584 | $146,181 | $170,549 | $201,935 | $196,504 |
Debt principal payment | $29,827 | $33,574 | $24,016 | $0 | $196,352 |
Fixed asset additions | $0 | $0 | $0 | $994,871 | $6,457,310 |
Total full costs (estimated) | $2,046,981 | $2,179,745 | $2,439,477 | $3,814,800 | $9,396,161 |
Capital structure indicators
Liquidity info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Months of cash | 4.8 | 4.3 | 4.6 | 19.5 | 1.7 |
Months of cash and investments | 12.3 | 11.4 | 10.8 | 23.8 | 3.2 |
Months of estimated liquid unrestricted net assets | 11.8 | 11.2 | 10.1 | 22.9 | 2.4 |
Balance sheet composition info | 2018 | 2019 | 2020 | 2021 | 2022 |
---|---|---|---|---|---|
Cash | $656,543 | $621,904 | $785,838 | $3,939,517 | $340,168 |
Investments | $1,023,664 | $1,043,751 | $1,063,932 | $860,634 | $281,383 |
Receivables | $183,000 | $208,045 | $412,163 | $1,284,821 | $1,563,897 |
Gross land, buildings, equipment (LBE) | $7,094,381 | $7,122,535 | $7,137,040 | $6,779,142 | $13,180,786 |
Accumulated depreciation (as a % of LBE) | 16.1% | 19.5% | 22.2% | 6.3% | 4.2% |
Liabilities (as a % of assets) | 4.9% | 4.3% | 4.8% | 25.6% | 19.9% |
Unrestricted net assets | $7,260,789 | $7,101,785 | $7,029,635 | $7,989,573 | $10,310,239 |
Temporarily restricted net assets | $242,069 | $201,730 | N/A | N/A | N/A |
Permanently restricted net assets | $0 | $0 | N/A | N/A | N/A |
Total restricted net assets | $242,069 | $201,730 | $425,000 | $1,301,000 | $1,607,500 |
Total net assets | $7,502,858 | $7,303,515 | $7,454,635 | $9,290,573 | $11,917,739 |
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
President and Chief Executive Officer
Mr. Robert L. Hamon
Bob Hamon has served as the Chief Executive Officer of the Center for Creative Education (CCE) since 2011 when he transitioned from being a consultant for the organization to its full-time leader. Hamon uses his extensive background in management and strategy to work effectively with the community, Board of Directors and CCE staff, on finance, development and programming issues. In addition to overseeing the daily operations of CCE, Hamon works to devise long-range strategies to carry out its mission. Hamon has over 30 years of experience in executive positions in healthcare. He served as Senior VP of Group Purchasing Services for the largest health care purchasing group in the US until 2005 and remained as a consultant until 2007. He then opened his own consulting practice, RH Consulting, with a focus on strategic and operation performance.
Number of employees
Source: IRS Form 990
CENTER FOR CREATIVE EDUCATION
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
CENTER FOR CREATIVE EDUCATION
Board of directorsas of 04/27/2023
Board of directors data
Mr. James Meany
First Republic Bank
Term: 2018 - 2024
Mrs. Michele Kukla
Kukla Partners
Daniel Barsky
Holland & Knight
Beau Breckenridge
Bank of America Private Bank
Maura Ziska Christu
Kochman & Ziska
Graham Davidson
PNC Wealth Management
G. Philip Friedly
JPMorgan/Chase
Bruce Helander
Helander Studios
Ingrid Johnson
Community Member
Daniel Kapp, MD
Palm Beach Plastic Surgery
Sallie Korman
Community Member
Eileen Lyons
Artist/Teacher
Pamela Miller
Bradford P. Miller Real Estate
William Orlove
Florida Power & Light
John J. Raymond
Nelson Mullins
Eric Telchin
Telchin Group
Paul Vedder
VXIT
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
No data
Race & ethnicity
No data
Gender identity
No data
No data
Sexual orientation
No data
Disability
No data