PLATINUM2023

Central Florida Community Arts Inc.

Connect. Serve. Perform.

aka CFCArts   |   Orlando, FL   |  www.cfcarts.com
GuideStar Charity Check

Central Florida Community Arts Inc.

EIN: 45-2324172


Mission

Central Florida Community Arts exists to serve and build community through the arts by making the arts affordable and accessible to people of all ages and abilities.

Ruling year info

2012

Vice President of Operations & Education

Mr. Terrance Hunter

Main address

PO Box 720517

Orlando, FL 32872 USA

Show more contact info

EIN

45-2324172

Subject area info

Arts and culture

Arts services

Arts education

Population served info

Children and youth

Adults

Families

Economically disadvantaged people

People with disabilities

NTEE code info

orming Arts (Aer)

Arts Education/Schools (A25)

Arts Service Activities/Organizations (A90)

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

A preschooler, a person with dementia, a dad playing his instrument for the first time since high school. A grandmother with cancer, a person who doesn't speak English, a young adult with Down syndrome, a family experiencing homelessness, a transgender youth, a woman in prison recovering from drug addiction, and a domestic abuse survivor. What do they all have in common? They can and DO have a home at CFCArts and a program in which they can participate. Everyone is welcome. Everyone is loved. Everyone is encouraged to discover their talents, gifts and abilities. We level the playing field because the arts aren't just for consumption or to have a production on a stage. They are for wellbeing, which is why everyone MUST have access to the arts.

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?

Community Choir

Choral Programs represent a variety of adult choral activities, including: the more than 300-voice Community Choir, recognized by Chorus America as the largest community choir in the country; Legacy, professional-level vocalists who serve as section leaders in the choir and ambassadors for CFCArts in the community; and the Women's Ensemble, presenting pops- style choral favorites. The Choir also presents fully staged Broadway-style musicals in concert each year, including classics like Oklahoma!, contemporary works like Titanic: the Musical, and the Central Florida premiere of The Hunchback of Notre Dame. Choir members are non- auditioned volunteers, ranging in age from 18 to 85, including amateurs and professionals alike. Inarguably the pillar of CFCArts, the Choir's annual concert attendance has grown to nearly 15,000 patrons.

Population(s) Served
Adults
Families

The 160-piece Symphony Orchestra presents three concerts each year in addition to accompanying the three main choral concerts, with a per-concert attendance of more than 2,500 patrons. The orchestra's repertoire comprises of classical material, modern pop and film music, regular forays into the world music styles as diverse as Russian classicism and Latin American forms, and allows for the development of smaller ensembles including string quartets, brass quintets, a flute choir and a professional-quality Big Band. Members frequently appear throughout the area at events like Creative City Project's IMMERSE and in collaboration with the Orlando Ballet for their productions of Arcadian Broad's Beauty and the Beast, A Cinderella Story, and Wonderland: Mad Tales of the Hatter.

Population(s) Served
Adults
Families

Children and Youth Arts Programs (CYAP) are designed to acquaint young performers with aspects of performance and production before more in-depth training and education in those areas. These young artists, between age 3 and grade 12, participate in structured, age-appropriate programs that form an immersive artistic community unique to Central Florida. Program areas within CYAP include a variety of summer camps and classes, group performance classes, vocal ensembles, and musical theatre groups presenting fully staged revues and musical productions, and the Young Artists Orchestra, all of which offer regular opportunities for performances in the community.

Population(s) Served
Children and youth
Families

The CFCArts Theatre and Dance program supports the mainstage productions of our Choir and Orchestra through dance numbers at Symphony Orchestra concerts, staged concert versions of theatrical works. In prior iterations, the theatre program originated a number of original pieces such as From Here. Dance programs include a beginner-level dance class, as well as the professional-level Dance Company, which performs in major choral productions, as well as in community events.

Population(s) Served
Adults
Families

Our School of Arts and Health (SOAH) brings the arts to underserved communities throughout Central Florida, reaching thousands of individuals and their families every year. We accomplish this through: 1) our Academy, which provides low-cost private music lessons and group classes every year, with scholarships available; 2) our Arts & Wellness initiative, which brings the arts to children and adults with unique abilities; 3) Arts in Action, offering arts and movement classes to older adults across our community; 4) Arts Access programs for children and adults in underserved communities; 5) an Arts & Health Collective dedicated to researching and providing arts education and experiences; and 6) Licensed Music Therapy Services for individuals and groups.

Population(s) Served
Economically disadvantaged people
People with disabilities

Where we work

Awards

External assessments

Evaluated via the Impact Genome Project (2019)

Total number of audience members

This metric is no longer tracked.
Totals By Year
Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

Across 50 unique performances conducted by our Community Choir, Community Orchestra, Big Band, Youth Theatre, and School of the Arts and Health.

Total number of performances

This metric is no longer tracked.
Totals By Year
Type of Metric

Output - describing our activities and reach

Direction of Success

Holding steady

Context Notes

This represents the number of ticketed performances conducted, and excludes our non-ticketed events and community event performances.

Total number of classes offered

This metric is no longer tracked.
Totals By Year
Related Program

School of the Arts

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

This represents the number of individual classes and workshops held by our School of the Arts and Health in 2022.

Our Sustainable Development Goals

SOURCE: Self-reported by organization

Learn more about Sustainable Development Goals.

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.

CFCArts ultimately aspires to become a national leader of community arts programs and to serve as a model for the efficacy and necessity of inclusive, multidisciplinary, intergenerational arts organizations.

To achieve this, our specific goals for 2023-2024 are as follows:

Strategic realignment and continued excellence:
In 2021, CFCArts Founder and Executive Director Joshua Vickery departed CFCArts to pursue opportunities outside of Central Florida. While we remain extremely grateful for Mr. Vickery's contributions to the organization, his exit has provided restructuring and strategic planning opportunities. While our Board of Directors is still searching for a new CEO, CFCArts staff are already taking steps to build on the growth many of our program areas experienced during the COVID-19 pandemic: hiring staff, restructuring positions, and engaging in meaningful dialogue with our community of members about our vision for the future of CFCArts. We are committed to an open and transparent process, reflecting our value of contributing to and creating community through servant leadership.

Identify and secure a permanent venue for our weekly recurring rehearsals, administration, and educational programming:
For over ten years, CFCArts programs and staff have shown terrific innovation and flexibility in adapting to various rented spaces throughout the Central Florida area. While we are extremely grateful to our venue partners, the continual changing of rehearsal, performance, and educational program venues does not serve the interests of our member artists or patrons, who must continually keep up with changes, sometimes with limited notice. Unfortunately, we have not been able to find such a space to date due to our size and the specific needs of our program areas. In 2023 and 2024, we will redouble our efforts and are committed to taking meaningful steps toward securing a long-term venue by the end of 2024.

Expand performance schedules to accommodate multiple weeks/weekends of performance:
Currently, many of our large-venue shows - Choir and Orchestra - are limited to one or two days of performances due to venue restrictions on multiple-week shows and the intense amount of work that goes into each production. These major shows attract thousands of patrons, and CFCArts will see unprecedented growth if we can expand them over two weekends. While our previously-stated goal to secure our own venue space will go a long way toward meeting this goal, we also must broaden our production staffing and capacity.

Our specific, measurable objectives for 2023-2024 will include the following:

Strategic realignment and continued excellence:
A full season of Choir, Orchestra, CYAP, Theatre, and SOAH programs and performances, reaching thousands in our community with low-cost or free arts experiences that reflect the vision of CFCArts' 'arts for all,' multidisciplinary approach;
A solidified organizational plan for 2024 and beyond, with the new CEO onboarded and in place;
Positive survey results from staff and members concerning the realignment and the quality of CFCArts offerings generally.
Identify and secure a permanent venue for our weekly recurring rehearsals, administration, and educational programming.
Completion of a full assessment of CFCArts spatial and performance needs, to be discussed with staff and stakeholders;
Identification of a permanent venue, with a plan in place to transition into that space;
Successful relationships with current venue partners, ensuring performance space remains available until we move to our next location.
Expand performance schedules to accommodate multiple weeks/weekends of performance.
At least one mainstage performance offered across multiple weekends by the end of the project period;
Positive survey results from members who will be most impacted by the change;
Continued high marks from patrons concerning the quality of shows, with 90% giving us a 5/5 for quality and experience across all shows, including any offered over multiple weekends.

CFCArts thrives due to the vision of its co-founders, the commitment of its board members, and the dedication and professionalism of its staff and performing arts faculty. CFCArts employs experienced professionals to lead every aspect of the business, resulting in a consistently high retention rate of senior staff, volunteer leaders, and board members. With combined arts and nonprofit experience of more than 45 years, the Executive Team of 3 Vice Presidents serves at the organization's helm.

CFCArts board members are actively engaged with the organization in board meetings, strategy sessions, committees, and board/staff social events. They take seriously their governance role as stewards of CFCArts and clearly support the leadership team. Board members serve on committees including finance, planning, programming and development, often working with staff leadership to advance those areas effectively. Clear engagement of the Board of Directors, Executive Committee, and Finance Committee has resulted in a financial history free from deficits since inception.

Much of the organization's success can be attributed to steady growth in membership, patronage, individual giving, sponsorships from local businesses and regional corporate leaders, and grants from regional foundations and city, county, and state government agencies alike. In addition to the dues that most members pay to participate in programs, many members also generously invest through contributions to specific fundraising campaigns and in recurring monthly support. We are also indebted to our partners, who provide venue spaces and outreach, enabling us to reach underserved communities.

Each of our performance areas and programs areas has unique progress markers; however, general progress is measured by observable, consistent growth in:
Program offerings
Age-specific and intergenerational programs
Membership
Audience attendance
Volunteer support
Community partnerships
Diverse funding strategies and sources

We continue to benefit from member referrals and audience patrons who seek to join the organization to participate in future events. The consistency and stability of our membership base are very important both for steady revenue and as a resource in our efforts to supply other local non-profits with musical entertainment to support their mission. Every year, we see more and more artists join the thousands who are engaged with CFCArts, and we expect this number to grow as virtual opportunities for participation continue to be offered for those in need of accessible solutions. Inclusion and diversity also continue to be a priority for all of our program areas and shows, and we are looking toward strategic outreach and membership drives to further our progress in this area.

Continued growth and progress at this stage also include finding venues large enough for our performance groups and audiences. Our continued growth has forced us to consider multiple rehearsals and performances to accommodate member demand. As such, our ultimate indicator of long-term success is the development and acquisition/construction of a centrally located performing arts center, where artists of all disciplines can join us in helping to continue making Central Florida a major regional destination for arts and culture.

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 demonstrated a willingness to learn more by reviewing resources about feedback practice.
done We shared information about our current feedback practices.
  • Who are the people you serve with your mission?

    We serve individuals across Central Florida from as young as six weeks old (through our Bach and Babies program) to adults experiencing the effects of Alzheimers and Dementia through the healing power of the performing arts. We seek to provide often overlooked and underserved members of our community with opportunities to connect, serve and perform, and we believe that everyone deserves a space within the arts.

  • 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

  • What significant change resulted from feedback?

    Our program directors recently mounted our largest adult member survey in our organization's history last Fall. Following analysis of the survey's findings, we realized that we had more members than previously thought traveling from Osceola County than Seminole County to participate in our programs. With this knowledge, we have decided to pursue creating relationships with performance venues in Osceola County in the future, and will direct resources to market our performances in the counties where our members reside.

  • 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 demographics (e.g., race, age, gender, etc.), We act on the feedback we receive

  • What challenges does the organization face when collecting feedback?

    Staff find it hard to prioritize feedback collection and review due to lack of time, It is difficult to identify actionable feedback

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 2020 info

SOURCE: IRS Form 990

8.63

Average of 4.94 over 9 years

Months of cash in 2020 info

SOURCE: IRS Form 990

13.6

Average of 8 over 9 years

Fringe rate in 2020 info

SOURCE: IRS Form 990

13%

Average of 6% over 9 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

Source: IRS Form 990 info

Central Florida Community Arts Inc.

Revenue & expenses

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990

Fiscal year ending: cloud_download Download Data

Central Florida Community Arts Inc.

Balance sheet

Fiscal Year: Jan 01 - Dec 31

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 ending: cloud_download Download Data

Central Florida Community Arts Inc.

Financial trends analysis Glossary & formula definitions

Fiscal Year: Jan 01 - Dec 31

SOURCE: IRS Form 990

This snapshot of Central Florida Community Arts 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.

Created in partnership with

Business model indicators

Profitability info 2016 2017 2018 2019 2020
Unrestricted surplus (deficit) before depreciation $107,942 $181,444 $239,391 $187,387 $289,136
As % of expenses 11.7% 16.8% 17.3% 12.5% 23.8%
Unrestricted surplus (deficit) after depreciation $90,741 $163,420 $219,946 $166,599 $267,653
As % of expenses 9.6% 14.9% 15.7% 11.0% 21.7%
Revenue composition info
Total revenue (unrestricted & restricted) $1,031,272 $1,267,464 $1,657,536 $1,646,118 $1,488,031
Total revenue, % change over prior year 23.2% 22.9% 30.8% -0.7% -9.6%
Program services revenue 51.9% 50.0% 50.0% 48.7% 20.2%
Membership dues 0.0% 0.0% 0.0% 0.0% 0.0%
Investment income 0.0% 0.0% 0.0% 0.6% 0.4%
Government grants 0.0% 0.0% 0.0% 0.0% 7.2%
All other grants and contributions 47.4% 49.4% 49.3% 50.1% 72.0%
Other revenue 0.7% 0.5% 0.7% 0.7% 0.2%
Expense composition info
Total expenses before depreciation $923,330 $1,081,328 $1,385,337 $1,496,356 $1,212,571
Total expenses, % change over prior year 18.1% 17.1% 28.1% 8.0% -19.0%
Personnel 60.7% 62.0% 61.4% 62.1% 78.6%
Professional fees 1.7% 1.7% 1.5% 1.4% 1.1%
Occupancy 5.0% 4.2% 4.2% 4.3% 3.4%
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 32.6% 32.1% 32.9% 32.2% 16.9%
Full cost components (estimated) info 2016 2017 2018 2019 2020
Total expenses (after depreciation) $940,531 $1,099,352 $1,404,782 $1,517,144 $1,234,054
One month of savings $76,944 $90,111 $115,445 $124,696 $101,048
Debt principal payment $0 $0 $0 $0 $0
Fixed asset additions $17,390 $29,100 $0 $34,141 $0
Total full costs (estimated) $1,034,865 $1,218,563 $1,520,227 $1,675,981 $1,335,102

Capital structure indicators

Liquidity info 2016 2017 2018 2019 2020
Months of cash 6.4 7.9 8.3 8.8 13.6
Months of cash and investments 6.4 7.9 8.3 8.8 13.6
Months of estimated liquid unrestricted net assets 5.1 6.0 6.7 7.4 12.0
Balance sheet composition info 2016 2017 2018 2019 2020
Cash $490,792 $708,809 $961,493 $1,093,498 $1,370,829
Investments $0 $0 $0 $0 $0
Receivables $1,050 $2,875 $0 $0 $0
Gross land, buildings, equipment (LBE) $93,293 $122,394 $133,783 $167,922 $169,021
Accumulated depreciation (as a % of LBE) 51.0% 53.6% 63.6% 63.0% 75.3%
Liabilities (as a % of assets) 18.7% 21.3% 15.1% 14.6% 11.2%
Unrestricted net assets $437,854 $601,274 $821,220 $987,819 $1,255,472
Temporarily restricted net assets $0 $4,692 $37,500 N/A N/A
Permanently restricted net assets $0 $0 $0 N/A N/A
Total restricted net assets $0 $4,692 $37,500 $0 $0
Total net assets $437,854 $605,966 $858,720 $987,819 $1,255,472

Key data checks

Key data checks info 2016 2017 2018 2019 2020
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

Vice President of Operations & Education

Mr. Terrance Hunter

Number of employees

Source: IRS Form 990

Central Florida Community Arts Inc.

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

There are no highest paid employees recorded for this organization.

Central Florida Community Arts Inc.

Board of directors
as of 02/17/2023
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

Ms. Jessica Guthrie

One Compass Consulting

Term: 2016 - 2024

Jessica Guthrie

One Compass Consulting

Carlos Barrios

BakerBarrios Architechs, Inc.

Dean Bosco

Clifton Larson Allen

Mary Recchia Brown

The Recchia Group

Megan Budvarson

AdventHealth

Barbara Caldwell

Community Advocate

Nayte Carrick

KenMed Supply

Jennifer Dixon

Lowndes Law

Scott Evans

Orange County Public Schools

Steve Fessler

Community Advocate

Kris Gault

Embark Safety

Elisabeth Hurckes

Community Advocate

Rob A Lott

Blue Trumpet Creative

Jeffrey Moore

University of Central Florida

Gary Moss

Retired/ Simon Malls

Dr. Mary Palmer

Mary Palmer and Associates

Cherisse Stover

Tupperware

Dr. Stephen Summers

Seminole State College

CeCe Teneal

Performer, Producer, Artistic Mentor

David Wheeler

Better Business Bureau

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 ? 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

SOURCE: Self-reported; last updated 2/13/2023

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
Black/African American
Gender identity
Male
Sexual orientation
Gay, lesbian, bisexual, or other sexual orientations in the LGBTQIA+ community
Disability status
Person with a disability

Race & ethnicity

Gender identity

 

Sexual orientation

Disability

Equity strategies

Last updated: 08/20/2020

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