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Atlantic Symphony Orchestra Inc

 PO Box 259
 Hingham, MA 02043
[P] (781) 331-3600
[F] --
atlanticsymphony.org
[email protected]
Karen Thompson
INCORPORATED: 1971
 Printable Profile (Summary / Full)
EIN 23-7136079

LAST UPDATED: 04/01/2019
Organization DBA --
Former Names Hingham Symphony Orchestra, Inc. (1996)
Hingham Civic Orchestra, Inc. (1971)
Hingham Civic Orchestra (1946)
Organization received a competitive grant from the Boston Foundation in the past five years No

Summary

Mission StatementMORE »

ASO brings a professional orchestra of the highest quality to Boston’s South Shore, with a commitment to build community and enrich lives through great music and local access to excellence. We create strong personal connections to classical music — and to the outstanding Boston-area classical musicians who compose our orchestra — through excellent public performances and other events, in a warm and welcoming atmosphere. We educate and inspire audiences, support and celebrate the superb talent Greater Boston has to offer, and strengthen community identity through shared enjoyment and support of this resource.

Atlantic Symphony Orchestra was proud to be among the ten recipients of The Boston Foundation's 2018 competitive Free For All Fund grants — allowing us to provide a free public concert in Quincy, in the Fall of 2018.

Mission Statement

ASO brings a professional orchestra of the highest quality to Boston’s South Shore, with a commitment to build community and enrich lives through great music and local access to excellence. We create strong personal connections to classical music — and to the outstanding Boston-area classical musicians who compose our orchestra — through excellent public performances and other events, in a warm and welcoming atmosphere. We educate and inspire audiences, support and celebrate the superb talent Greater Boston has to offer, and strengthen community identity through shared enjoyment and support of this resource.

Atlantic Symphony Orchestra was proud to be among the ten recipients of The Boston Foundation's 2018 competitive Free For All Fund grants — allowing us to provide a free public concert in Quincy, in the Fall of 2018.

FinancialsMORE »

Fiscal Year July 01, 2018 to June 30, 2019
Projected Income $347,500.00
Projected Expense $341,000.00

ProgramsMORE »

  • Performance Season

Revenue vs. Expense ($000s)

Expense Breakdown 2017 (%)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

For more details regarding the organization's financial information, select the financial tab and review available comments.


Overview

Mission Statement

ASO brings a professional orchestra of the highest quality to Boston’s South Shore, with a commitment to build community and enrich lives through great music and local access to excellence. We create strong personal connections to classical music — and to the outstanding Boston-area classical musicians who compose our orchestra — through excellent public performances and other events, in a warm and welcoming atmosphere. We educate and inspire audiences, support and celebrate the superb talent Greater Boston has to offer, and strengthen community identity through shared enjoyment and support of this resource.

Atlantic Symphony Orchestra was proud to be among the ten recipients of The Boston Foundation's 2018 competitive Free For All Fund grants — allowing us to provide a free public concert in Quincy, in the Fall of 2018.

Background Statement

Atlantic Symphony Orchestra is a professional orchestra located in the northern region of Boston’s South Shore. We have deep roots in the community and a long history of service — beginning as Hingham Civic (est. 1945, inc. 1971), reorganized as Hingham Symphony (1996), and renamed in 2007 to better reflect our mission. Under the artistic leadership of music director and conductor, Jin Kim, since 1996, ASO has become one of the premier regional orchestras in the northeast, known for its excellent level of play and connection to audiences. Orchestra musicians are Boston based and consist of both seasoned and gifted young professionals from the world’s leading conservatories.

ASO is a true regional orchestra, serving residents of over 25 Greater Boston and South Shore communities. 80% of our audience live in Quincy, Braintree, Weymouth, Hingham, Hull, Cohasset, Scituate, or Norwell. Our main symphonic concert hall is located at Thayer Academy’s Center for the Arts, in Braintree; we also perform concerts in Hingham and other locations in the region, during the season. Our business office is in Weymouth; our mailing address remains in Hingham.
 
After some organizational stagnation earlier this decade clarified the need for change, new leadership was set in place in 2016 — along with internal restructuring and updates to practices, a renewed commitment to thoughtful strategic planning and development, and a bold vision. ASO’s impact has since been rapidly expanding, with a strong leadership team and board of directors, new partnerships, growing community support, and growing, enthusiastic audiences who share our excitement of what this orchestra brings to the region and what it means to the community. In 2018, ASO was awarded a Free for All Fund competitive grant from The Boston Foundation — our first program grant from a major funding institution.


Impact Statement

2017-18 Season Accomplishments:

• In 2017-18, Atlantic Symphony Orchestra performed 5 symphonic, 2 chamber, and 2 solo (public) concerts, to bring the music of nearly 150 of the best professional classical artists in the Boston area, internationally acclaimed violinist Angelo Xiang Yu, NYC “headliner” Lisa Jason, local partners Border Road and Billy & The Goats, and over 25 master classical composers, to our audiences.
• In February 2018, ASO performed the world premiere of Dr. Leroy’s Dirge & Dance by Massachusetts composer Tom Schnauber to a sold-out audience.
• In April 2018, ASO's Season Finale: Pops! concert was broadcast live to over 30,000 visually and otherwise impaired listeners in Massachusetts, thanks to a new partnership with the Talking Information Center (TIC  Network).
• More than twice the number of area residents were served by ASO programs in 2017-18 compared to two seasons ago, and ten times the number of area youth attended ASO concerts in 2017-18 compared to last season.
• Internal development and reinvigoration continued, with improving finances and a focus on diversifying funding streams, strategic board development to meet identified needs, formalizing board expectations and on-board training, strengthening the board-trustee relationship, and updating reporting and data practices.
 
2018-19 Season Goals:
• To continue to grow our impact by: providing new access to our programming through at least one free public performance; maintaining or increasing the number of young audience (under 22) who are served by our programs; providing more incentives for families with children and school groups to attend our concerts, and growing our community partnerships and/or our collaborations with community partners, esp. those serving underserved populations
• To continue to diversify and strengthen our funding streams, with a goal of doubling our combined revenue from grant, advertising, corporate sponsorship, and individual gifts from new sources, and lowering our reliance on current key financial and in-kind donors, to meet – and then grow – our operating budget
• To continue to strengthen and diversify our board, in order to ensure strategic successions and build on recent internal development, better represent our constituent base and our communities, and increase the overall impact of the board as a strategic work partner for continuing success
• To continue to improve internals by meeting best-practices in financial and data reporting
• To improve our organizational storytelling and outreach in order to increase awareness and enthusiasm for ASO and our programs among potential constituents and funders

Needs Statement

To ensure progress, ASO needs:
 
1. Funding Partners — to help meet needs, enhance ASO’s profile and recognition of the public value of our programming, and address mutual goals
 
    • General Support (need: ~$200K/season) — to help secure funding of key staff and other core expenses, while we continue to strengthen infrastructure and funding pipelines, and produce full seasons of public programming 
    • Programming Support (need after earned revenue: $25K/symphonic concert; $10K/other event) — to help cover direct event costs after earned income and event donations are applied, to relieve this burden from funds needed to pay our core expenses
 
2. Leadership Partners — to add value, leadership skills, needed expertise, and new spheres of influence to our boards of directors and advisors, better represent communities we serve and want to reach, are committed, share our vision, think strategically, and can work within a collaborative culture of change
 
3. Programming Partners — to collaborate with us to innovate, enhance impact, bridge services, and share knowledge
 
4. Community Ambassadors — to help promote ASO, grow audiences, and be a conduit for feedback from communities we serve
 
5. Specialized Volunteers — to help us with identified needs or planned projects

CEO Statement

“This was one of the best musical experiences I can remember.” “If it weren’t for ASO, I would miss live classical music — beauty!” “Thank you for a wonderful season. We didn’t want it to end. Please let us know when you’ve planned next season.”
 
I keep a treasure book of messages ASO receives from constituents, that come in with donations or on their own. Something that strikes me is how often people take the time to thank us and it makes me incredibly grateful. In our world, “thank you” is a powerful indicator of personal impact and I am, truly, grateful to know our work has meaning and impact for a growing number of people in our community. Our audiences have more than doubled in the last three seasons and we are actively forming new partnerships.
 
This orchestra and our region are well suited for each other. ASO most directly serves the “northern” communities of Boston’s South Shore — communities that sometimes identify as being part of Greater Boston and, at other times, as part of suburban, often bucolic, South Shore. We appreciate our proximity to the city but, for a host of reasons, many residents rely on local institutions. ASO is uniquely situated (and connected) to bring the very high-quality talent available in Boston “down” to our concert hall in Braintree, and provide easy local access to excellent classical music performances by elite Boston-area musicians and visiting celebrities. Our principal musicians are distinguished masters who also often principal with other orchestras of note. Many ASO musicians have earned positions in major symphony orchestras around the world, including Boston, San Francisco, NY Philharmonic, Philadelphia Orchestra, National Symphony, Seoul Philharmonic, Orchestre de Paris, and Israel Philharmonic.
 
Despite being artistically “elite,” we are far from elitist. To the contrary, we work to make our music and musicians accessible and debunk the stereotype of this “high art” form as stuffy, difficult, or elitist. We are fortunate to have a nationally recognized music director leading us artistically. Jin Kim is a dynamic leader and conductor, an educator, and a personable host with an easy-going, winning manner. Jin helps set the tone of ASO events and, indeed, the organization as a whole: unapologetically discerning and excellent, but very approachable and friendly. We are known for our hospitality and welcoming atmosphere, as well as the high level of our music. Newcomers become regulars, then friends; people leave concerts wanting more.
 
Each season is a public gift of music and connection we are grateful to produce.

Board Chair Statement

One of my favorite things to do at an ASO concert is to station myself near the exit, when the concert is over — not just to thank people and say goodbye, although that’s my excuse. I get enormous pleasure from watching peoples’ faces as they leave, or overhearing their conversations. If I had a dollar for every broad smile or “I can’t believe we have this so close by,” we’d never have to fundraise again. (I'm exaggerating, of course.)
 
ASO is a very special community building organization and I’ve been proud to help lead it through a behind-the-scenes “reboot,” since FY2017 (which is yet to show in our financials, here). I had no intention of taking on the leadership when I joined the board a few years ago but there was a need, so as our music director Jin Kim says, I “took the bull by the horns,” when asked.
 
The outstanding music and community this orchestra creates has always been a constant. Jin Kim and our musicians serve a stunningly excellent program of music, education, and connection to the community each season. What wasn’t as constant was the “man behind the curtain” work that is vital to maintaining a cultural resource as complex as a symphony. In short, the organization needed updating and new approaches — with a refreshed commitment to best practices. So, we rolled up our sleeves, looked inside for what needed fixing, strategized on how to do it, and got going.
 
Making change is hard, especially while simultaneously producing full seasons of performances (which is a lot of work, in itself). But if it’s the right change, you’re better for it. Our current goal has been to make ASO stronger, more adaptive, and more resilient — in order to be in a better position to look forward, take artistic risks and weather storms. Our vision of a professional orchestra of this caliber as a permanent resource for the community relies on ASO having strong internals, innovative community partnerships, and tools (and a culture) for knowing and responding to community needs.
 
It’s been incredibly gratifying to see how quickly people and “results” have responded — and I know I certainly am not alone in loving this orchestra and what it brings. The last few years have witnessed a remarkable turnaround and ASO’s impact in the community has been growing by leaps and bounds.
 
The excitement we receive from new audience — as well as from the 40% who have regularly attended for 3 years or more — is energizing and helps me understand the cultural need ASO is meeting. What started, for me, as an act of service and support for a deserving cultural organization has become one for my regional community, as well.
 
We are a richer place for having ASO here. I’ve had the extraordinary opportunity to meet and thank many different people these last few years, hear their stories and, often, accept their thanks (to us! even as they donate!) for doing work we are grateful to be doing. I’ve gotten to know the impact the orchestra makes for different groups and individuals, and how it serves the local network of nonprofit and for-profit organizations — and I can’t imagine my community without it.
 
ASO is a resource of real value and excellence to serve our growing area of the South Shore and help define it as more than a region of commuter towns. It’s another reason why this area is a great place to live.

Geographic Area Served

GREATER BOSTON REGION, MA
SOUTHEAST REGION, MA

ASO audiences are residents of over 25 Greater Boston and South Shore communities from Dorchester to Lakeville, 80% of whom live in Hingham, Braintree, Weymouth, Scituate, Cohasset, Norwell, Hull, Quincy, Randolph, or Milton.
 
We also serve professional classical musicians with employment and career development, most of whom live in Boston, Jamaica Plain, Brookline, and Brighton.

Organization Categories

  1. Arts,Culture & Humanities - Symphony Orchestras
  2. -
  3. -

Independent research has been conducted on this organization's theory of change or on the effectiveness of this organization's program(s)

No

Programs

Performance Season

The ASO public performance season is designed to serve all residents of the communities of Greater Boston and the South Shore with local access to high quality, live professional performances, and the regional community of professional classical musicians with employment and career development. A typical season brings 5 symphonic concerts, 2 chamber concerts, and 2 “Up Close in Concert” music & education events, with 3–6 solo performance highlights or concerts. (When funded, a season also includes a family friendly Discovery Concert, and/or the ASO Concerto Competition for young professionals, last held in 2016.) We also provide lobby performance opportunities and "meet the orchestra” connections for high school musicians and student groups, performance partnerships, and K-12 in-school educational outreach. Additionally, we provide reduced or free tickets for seniors, youth & young adults, school groups, K–12 families and school staff, service organizations and local chambers, and free ticket programs for non-profit partners and other charities.
Budget  --
Category  Arts, Culture & Humanities, General/Other
Population Served Adults Elderly and/or Disabled Children and Youth (0 - 19 years)
Program Short-Term Success  By the end of the performance season, 10% more area residents will have accessed our public programming than the previous season, 50% or more of survey respondents will note that our programming made an impact on their understanding of, appreciation for, or openness to including more classical music in their lives.
Program Long-Term Success  Within 10 years: at least 10% of residents of towns most prominently served by ASO will be aware of ASO programming, at least 10% of K-12 schools in our region will access ASO to enrich their educational programming, and at least 10% of our audiences will consist of youth or families bringing youth; the majority of surveyed residents will identify the region as culturally rich and/or that excellent performing arts are available in the region.-- Within 20 years: a significant percentage of residents within and outside of the region will identify the upper South Shore as culturally rich with easy, and inclusive, local access to excellent performing arts
Program Success Monitored By  --
Examples of Program Success 
Our most compelling examples of program success are through audience testimonials and stories. We are compiling those as part of our current efforts to improve our own storytelling.
Meanwhile, in addition to ASO's growing audiences since 2016, we have recent audience survey data that gives insight into ASO's impact and programming success [Please Note: The highest return for any single response choice on this survey was 48%, some items below discuss aggregate returns.]: 
•77% of respondents listen to classical music (by any means) more than "seldom" [included for context]
•While 54% attend other orchestras at least occasionally, only 9% attend other orchestras "often"
•Comparatively, 65% attend ASO at least occasionally, 35% attend ASO often, and 22% attend ASO exclusively for live classical music -- 15% responded they *rely* on ASO for live, classical music
•22% of respondents were attending their first ASO performance
•When asked to identify what they appreciated about this orchestra, the leading answers were: the quality of the music ASO provides (48%), having local access to live, professional performances (44%), the opportunities ASO provides to learn more about the music and/or the musicians of the orchestra (30%), and the atmosphere and over all experience ASO creates (28%).

CEO/Executive Director/Board Comments

ASO is a cultural charity ripe for donors looking to make a powerful and lasting impact with their philanthropic giving, and are looking to support positive, meaningful organizational change and a significant history of service. ASO is a long-serving and well-loved community resource with a grass-roots beginning that successfully evolved into a best in class, professional arts organization for our region. ASO also has undergone essential organizational improvement over the last 2-3 years, to address identified challenges and become equipped to serve in a growing capacity into the future. Our narrative statements will inform you best about recent impact and the results of internal changes since 2016, including financials. There is no other professional orchestra in the country that we know of, performing at our level, that serves full seasons of programming to a growing community on the budgets we have been working with. Every dollar goes a very long way, here. ASO's impact is growing and the response and support from the community reflect a cultural need ASO is meeting. Our current programs are successful and our plans for new programming — to address new groups or needs, bring back important community programs, or create new connections or approaches — are many. ASO’s management and leadership are strong, we have strong and expanding business and program partnerships, and are forming exciting, new collaborations with other community building, education, and service nonprofits in the region. Our vision of a reflective organization serving a diverse community of music lovers and appreciators relevantly (and growing that community), helping to define our region as one with rich access to excellent arts & culture and life-time learning opportunities, supporting the development of new generations of high caliber professional musicians, and helping our fellow arts organizations, educational institutions, and other nonprofits in the region meet their mission goals and serve their constituencies, is limited only by resources. As a donor, you are a critical partner to the impact and success of this vision for Boston's south shore.

Management


CEO/Executive Director Ms. Karen Flynn Thompson
CEO Term Start Mar 2016
CEO Email [email protected]
CEO Experience

 

Karen Flynn Thompson, President/CEO
Thompson assumed board leadership in December 2015 (to be succeeded during 2019) and CEO responsibilities in March 2016. She is a senior level consultant and team lead with over 25 years of experience in educational content and product development, content and data analysis, project strategy, and team and project management. She is a professional writer and editor (editorial/content director) with a background in learning theory and experience in marketing, staff training, teaching, and administration, and a track record of leading teams to innovate and deliver above expectations. She is a graduate of Boston and Harvard Universities, and has served in leadership roles on a number of professional, community & non-profit boards.
Since Thompson’s tenure began, ASO has undergone significant internal change and updating while continuing full seasons of programming, including: corporate structure; general business practices, record keeping, technology, feedback and data collection & analysis, reporting, and program response; donor care; event marketing, community outreach, and general communications; board/management culture, practices & development; financial development; and strategic planning.
Business results to date of work done since March 2016 include: audience/constituent growth of over 133%, active donor list growth of 72%, appeal revenue growth of 30%, sales revenue growth of over 15%, income growth of 28% for FY2017/18 (on track for 47% by end of FY2018/19)… plus new programming and service partnerships, a refreshed and strengthened board of directors, reinvigorated community outreach, and increasing recognition.
 
Most Relevant Non-Profit Leadership Experience:
Executive Committee (also PR Committee, Education Committee, Member Delegate), Cumann na Gaeilge i mBoston (The Irish Language Society of Boston): 6 years + 1 month
Vice President (also Education Committee Chair), Town of Hingham Long Range Waste and Recycling Committee: 3 years + 7 months
Executive Committee (also PR Committee Chair), Women in Communications, Boston: 1 year + 10 months
Co-CEO --
Co-CEO Term Start --
Co-CEO Email --
Co-CEO Experience --

Former CEOs and Terms

Name Start End
-- -- --

Senior Staff

Name Title Experience/Biography
Jin Kim Music Director
Jin Kim is serving his 22nd season as Music Director & Conductor of the Atlantic Symphony Orchestra. Under Kim’s artistic leadership, Atlantic Symphony has transformed into one of the premier professional orchestras in New England, recognized for artistic excellence and a “high level of play.”
Kim has appeared with orchestras in the United States, Canada, Europe and Asia including the National Arts Center (Ottawa), Plzen Philharmonic (Czech) and Korean Symphony orchestras. Since 2001 he has also been a regular guest conductor of the Bucheon Philharmonic, one of the leading professional orchestras in Korea. In addition to his work with Maestro Leonard Slatkin and National Symphony Orchestra at the National Conducting Institute in Washington D.C., at the invitation of Maestro David Zinman, Kim also served as a Conducting Fellow at the Aspen Music Festival.
Kim is a recipient of the prestigious Robert Shaw Conducting Fellowship, an annual career development award presented to one North American conductor, underwritten by the National Endowment for the Arts. Equally accomplished in the choral-orchestral genre, Kim is a founding Music Director of Magnum Chorum and received first prize at the 1995 American Choral Directors Association’s National Conducting Competition. As a pianist, Kim was a finalist at the Minnesota Orchestra Concerto Competition and he continues to be an active chamber musician. Also an accomplished professional singer, he was a member of the Oregon Bach Festival Chorus, Minnesota Opera Chorus and The Dale Warland Singers – one of the most distinguished professional choruses in the United States.
As a teacher, Kim served as Music Director of Empire State Youth Orchestras, New York. Also, as a frequent guest conductor, he has lead orchestras through rehearsals and concerts at College of Fine Arts, Boston University and Boston Conservatory. In addition, Kim has also taught instrumental conducting at Boston University and served as the visiting conductor of Boston University Chamber Orchestra.
Born in Seoul, South Korea, Kim immigrated to the United States at age eleven. He is a graduate of St. Olaf College where he studied piano with A. Dewayne Wee and choral conducting with Kenneth Jennings. At the Eastman School of Music he continued his piano studies with Rebecca Penneys and orchestral conducting with David Effron. Two years prior to taking the helm of the Atlantic Symphony Orchestra, he moved to Boston to become one of only two orchestra conductors ever admitted into the prestigious Artist Diploma program at Boston University. His additional training include extensive work with renowned Finnish conducting pedagogue Jorma Panula and appearance in master classes with noted conductors including Otto-Werner Mueller, David Hoose, Murry Sidlin, Hugh Wolff and Pinchas Zukerman.

Awards

Award Awarding Organization Year
Community Service Award NVNA 2007

Affiliations

Affiliation Year
Massachusetts Nonprofit Network 2019
Associated Grant Makers 2018
MASSCreative 2017
Member of state association of nonprofits? Yes
Name of state association --

External Assessments and Accreditations

External Assessment or Accreditation Year
-- --

Collaborations

Talking Information Center Network (Marshfield): Programming collaboration to bring ASO performances to over 30,000 visually impaired and otherwise disabled listeners of the TICNetwork by live broadcast and online access

CEO/Executive Director/Board Comments

--

Foundation Comments

--

Staff Information

Number of Full Time Staff 2
Number of Part Time Staff 0
Number of Volunteers 68
Number of Contract Staff 4
Staff Retention Rate % 100%

Staff Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 1
Caucasian: 7
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 4
Male: 4
Not Specified 0

Plans & Policies

Organization has Fundraising Plan? Yes
Organization has Strategic Plan? Yes
Years Strategic Plan Considers 3
Management Succession Plan Under Development
Business Continuity of Operations Plan Yes
Organization Policies And Procedures Yes
Nondiscrimination Policy Yes
Whistle Blower Policy No
Document Destruction Policy --
Directors and Officers Insurance Policy --
State Charitable Solicitations Permit Yes
State Registration Yes

Risk Management Provisions

Commercial General Liability

Reporting and Evaluations

Management Reports to Board? Yes
CEO Formal Evaluation and Frequency N/A N/A
Senior Management Formal Evaluation and Frequency N/A N/A
Non Management Formal Evaluation and Frequency N/A N/A

Governance


Board Chair Ms. Karen Flynn Thompson
Board Chair Company Affiliation KFThompson.com
Board Chair Term Dec 2015 -
Board Co-Chair --
Board Co-Chair Company Affiliation --
Board Co-Chair Term -

Board Members

Name Company Affiliations Status
Turner Bledsoe HMO Blue, retired Voting
Nancy Cusack Massachusetts College of Art and Design Voting
Constance Gorfinkle Patriot Ledger, retired Voting
Jin Kim Atlantic Symphony Orchestra Exofficio
Stacie Madden New England Geneological Society Voting
Loretta McCabe Attorney at Law Voting
Christine McIntyre Our Sales Coach Voting
Helen Tang CPA Robert Fineman, P.C. Voting
Karen Thompson KFThompson.com Voting

Constituent Board Members

Name Company Affiliations Status
-- -- --

Youth Board Members

Name Company Affiliations Status
-- -- --

Advisory Board Members

Name Company Affiliations Status
Jason Lee Innosight NonVoting
Kayley Noonan GrayMatter Agency NonVoting
Paul Pecci South Shore Bank NonVoting
Bill Wenzel Image Resolutions NonVoting

Board Demographics

Ethnicity African American/Black: 0
Asian American/Pacific Islander: 2
Caucasian: 7
Hispanic/Latino: 0
Native American/American Indian: 0
Other: 0
Other (if specified): --
Gender Female: 7
Male: 2
Not Specified 0

Board Information

Board Term Lengths 3
Board Term Limits 2
Board Meeting Attendance % 77%
Written Board Selection Criteria Yes
Written Conflict Of Interest Policy Yes
Percentage of Monetary Contributions 100%
Percentage of In-Kind Contributions 77%
Constituency Includes Client Representation Yes

Standing Committees

  • Advisory Board / Advisory Council
  • Ambassadors
  • Board Governance
  • Executive
  • Trusteeship

CEO/Executive Director/Board Comments

--

Foundation Comments

--

Financials


Revenue vs. Expense ($000s)

Expense Breakdown 2017 (%)

Expense Breakdown 2016 (%)

Expense Breakdown 2015 (%)

Fiscal Year July 01, 2018 to June 30, 2019
Projected Income $347,500.00
Projected Expense $341,000.00
Form 990s

2017 990

2016 990

2015 990

2014 990

2013 990

2012 990

2011 990

Audit Documents --
IRS Letter of Exemption

IRS Letter of Determination

Prior Three Years Total Revenue and Expense Totals

Fiscal Year 2017 2016 2015
Total Revenue $236,399 $191,272 $249,198
Total Expenses $228,048 $198,656 $225,371

Prior Three Years Revenue Sources

Fiscal Year 2017 2016 2015
Foundation and
Corporation Contributions
-- -- --
Government Contributions $0 $0 $0
    Federal -- -- --
    State -- -- --
    Local -- -- --
    Unspecified -- $0 $0
Individual Contributions $165,786 $140,568 $131,307
Indirect Public Support -- $0 $0
Earned Revenue $59,861 $52,630 $92,471
Investment Income, Net of Losses -- $0 $0
Membership Dues -- $0 $0
Special Events $7,352 $-4,326 $17,420
Revenue In-Kind -- -- --
Other $3,400 $2,400 $0

Prior Three Years Expense Allocations

Fiscal Year 2017 2016 2015
Program Expense $187,212 $157,050 $166,239
Administration Expense $20,385 $32,449 $41,570
Fundraising Expense $20,451 $9,157 $17,562
Payments to Affiliates -- -- --
Total Revenue/Total Expenses 1.04 0.96 1.11
Program Expense/Total Expenses 82% 79% 74%
Fundraising Expense/Contributed Revenue 12% 7% 12%

Prior Three Years Assets and Liabilities

Fiscal Year 2017 2016 2015
Total Assets $6,512 $4,399 $14,373
Current Assets $6,512 $4,399 $14,373
Long-Term Liabilities $20,259 $21,729 $23,189
Current Liabilities $24,733 $29,501 $30,631
Total Net Assets $-38,480 $-46,831 $-39,447

Prior Three Years Top Three Funding Sources

Fiscal Year 2017 2016 2015
1st (Source and Amount) -- --
-- --
-- --
2nd (Source and Amount) -- --
-- --
-- --
3rd (Source and Amount) -- --
-- --
-- --

Financial Planning

Endowment Value --
Spending Policy N/A
Percentage(If selected) --
Credit Line Yes
Reserve Fund No
How many months does reserve cover? --

Capital Campaign

Are you currently in a Capital Campaign? No
Capital Campaign Purpose --
Campaign Goal --
Capital Campaign Dates -
Capital Campaign Raised-to-Date Amount --
Capital Campaign Anticipated in Next 5 Years? No

Short Term Solvency

Fiscal Year 2017 2016 2015
Current Ratio: Current Assets/Current Liabilities 0.26 0.15 0.47

Long Term Solvency

Fiscal Year 2017 2016 2015
Long-term Liabilities/Total Assets 311% 494% 161%

CEO/Executive Director/Board Comments

We are glad for the opportunity for a narrative statement, thank you.

The 990 information currently displaying for "3 years prior" (FY2014–FY2016) give a somewhat inaccurate picture of the nature of ASO's revenue and expenses at the time. In-house reporting during this period of leadership transition resulted in some inaccuracies in support and expense tracking, overlook the very real contributions of donated professional services from community businesses that allowed the orchestra to operate at a higher level than the budgets indicate, and underscore one reason for the organization's commitment to address internals from FY2017–FY2019. (ASO’s fiscal year runs July 1 – June 30.)
 
Current financials posted here also cannot show the considerable progress ASO has made from FY2017–FY2019, after implementing the current strategic plan. Information for FY2017 and FY2018 will show a positive "turn around" that continues in FY 2019, with organizational fundamentals in place to continue an upward trajectory as we work to a $500K operating budget by FY2022.
 
• A 3-year strategy was implemented in FY2017 to effect needed change across a number of areas, including revenue pipelines. The year brought marked financial and other improvement. Program attendance doubled, for example, and both expenses and cash revenue increased. Cash revenue grew by 23.5% over the prior year, with 100% increase in revenue-over-expenses, to reverse the prior year's negative balance.
 
• In FY2017, new leadership also identified the need to correct some standing bookkeeping errors. Corrections were begun in CY2017 and completed in CY2018 with the addition of a professional CPA on our leadership team. Bookkeeping and reporting were improved and expenses allocated correctly to reveal near-steady historical budget allocations across programming, administration, and fundraising/development.
 
• As of 2018/19, our expenses will show the following breakdown, which more correctly illustrates ASO's traditional annual budgeting: Programs 72%; Admin 13%; Fundraising/Development 15%. Additionally, our asset/liability ratio will have been corrected, much to our favor, and revenue has been rebounding since its low point in FY2016.

Foundation Comments

Financial summary data in the charts and graphs above is per the organization's IRS Form 990s. Contributions from foundations and corporations are listed under individuals when the breakout was not available.

Documents


Other Documents

No Other Documents currently available.

Impact

The Impact tab is a section on the Giving Common added in October 2013; as such the majority of nonprofits have not yet had the chance to complete this voluntary section. The purpose of the Impact section is to ask five deceptively simple questions that require reflection and promote communication about what really matters – results. The goal is to encourage strategic thinking about how a nonprofit will achieve its goals. The following Impact questions are being completed by nonprofits slowly, thoughtfully and at the right time for their respective organizations to ensure the most accurate information possible.


1. What is your organization aiming to accomplish?

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2. What are your strategies for making this happen?

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3. What are your organization’s capabilities for doing this?

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4. How will your organization know if you are making progress?

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5. What have and haven’t you accomplished so far?

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