Desert Performing Arts Association Inc
Nonprofit profile at a glance
- EIN
- 882243875
- IRS 990-EZ coverage
- 2024–2024
- Forms available
- Form 990-EZ 2024, Form 990-N 2023
- Location
- Palm Desert, CA, USA
- Phone
- 7604858774
- Rating
- 74
- Verdict
- SUPPORTED
- Rating confidence
- Moderate
- Sector
- Performing Arts Organizations
Reported finances
- Revenue
- $108,314
- Expenses
- $119,974
- Assets
- $24,082
- Liabilities
- $750
Source: IRS Form 990-EZ. Selected filing: tax year 2024. Amounts in USD.
Leadership & pay
5 people listed
Executive titles in this filing
- Matthew Richards (Executive Director and Board Member)
- Duane Aldridge (President)
- John Gray (Vice President)
People named in this filing
- Matthew Richards (Executive Director and Board Member)
- Duane Aldridge (President)
- John Gray (Vice President)
Selected names, not a complete roster or a statement of current roles. Open leadership details for the complete filed list.
Source: IRS Form 990-EZ. Selected filing: tax year 2024. Names and roles reflect this filing, not necessarily current officeholders.
Overview
Mission
The purpose of Desert Performing Arts Association is to provide geographically and financially accessible marching arts programs to developing performers in the Coachella Valley. We partner with a local school district to provide after school color guard programs for elementary and middle school students. We also provide marching winds and winter guard programs for young adults. Starting this year, we will also be providing scholarships to color guard performers who are in college or going to college to help further their education.
What it reported doing in 2024
California Expanded Learning Opportunities Program (ELOP) Partnership with DSUSD - We served 60 elementary and middle school aged students through an after school color guard program within Desert Sands Unified School District. This program goes from September 2024 through May 2025. Students in this program performed at 7 local performing arts showcases which helped create visibility for the performing art and for their school sites. Through participating in this after school color guard program, we hope to strengthen the vertical articulation of the color guard activity between our elementary, middle school, and high schools within the district. Our long term vision is that our organization provides an opportunity to coach and teach after students graduate high school. Prior to our organization existing, many advanced performers would leave the Coachella Valley to seek performance and coaching opportunities elsewhere. Now that we are providing this type of programming, it can encourage performers to continue to reside in the Coachella Valley and create a stronger community around this performing art. We are also continuing to spread our reach into more schools, giving young students the opportunity to participate in color guard who may have never had the opportunity to do so in the past. Another byproduct of this service is that we will increase the numbers of students enrolled in color guard programs at our local area high schools. While this will take several years to fully realize as we wait for students to advance into higher grade levels, we did expose 60 elementary and middle school students to color guard who otherwise would not have if our service did not exist this year. We project to double our number of students that we service moving into next school year.
Operating model
- Revenue model
- Earned-program. 90% of the money available for current operations came from fees and other program revenue.
- Distribution model
- Direct operator. The filing allocates 98% of reported program-service expenses outside its grant, affiliate-payment, and member-benefit lines. This expense classification does not rule out separately announced grant awards.
The verdict
SUPPORTED - A large share of available resources goes toward mission work and the filed numbers largely add up. Expenses are high relative to revenue and total assets are small relative to annual expenses; liquid coverage is unknown.
Rating breakdown
- Financial Efficiency: 81
- Transparency & Controls: 82
- Sustainability: 17
- Growth: NotEnoughData
Detailed rating inputs
Financial Efficiency
- Mission deployment rate: 84.5%; rating input score 84
- Program expense ratio: 76.3%; rating input score 76
Transparency & Controls
- Consistency checks: 100%; rating input score 100; 52nd percentile among comparable filings
- Major donor itemization: Limited
Sustainability
- Operating margin: -10.8%; rating input score 15; 15th percentile among comparable filings
- Total-asset coverage ratio: 0.2; rating input score 19; 19th percentile among comparable filings
- Liabilities to assets ratio: 0.03; rating input score 34; 34th percentile among comparable filings
- Officer compensation ratio: 56.7%; rating input score 3; 3rd percentile among comparable filings
Growth
- Program expense growth: Limited
- Revenue growth: Limited
- Asset growth: Limited
Details
- Where the money goes: 84.5% of revenue deployed · 76.3% of spending went to programs
- Governance: Filed governance answers
- Accomplishments: 2 filed program accomplishments · $91K in reported program spending
- Leadership: top reported pay $0 · 5 people listed
- Consistency: 9 of 9 current checks pass
- Schedules: 2 filed schedules
- Filing history: 1 filing year from 2024
- Contacts: How to reach this organization
- Money network: 1 filed money-flow record
- Grant readiness: Federal tax and exclusion status, award history, and grant-maker relationships.
- People: Everyone the filings name, and which of them the filings identify by more than a name.
Key Signals
Signals prioritize questions for review. They are not findings of misconduct.
- High — Sustainability: Operating margin scored 15/100.
- High — Sustainability: Total-asset coverage ratio scored 19/100.
- High — Sustainability: Officer compensation ratio scored 3/100.
- Moderate — Sustainability: Liabilities to assets ratio scored 34/100.