Harlem School of the Arts Inc

Nonprofit profile at a glance

EIN
132552500
IRS 990 coverage
2012–2024
Forms available
Form 990 2024
Location
New York, NY, USA
Phone
2129264100
Rating
85
Verdict
STRONG
Rating confidence
Moderate

Official website

Reported finances

Revenue
$5,153,869
Expenses
$6,813,838
Assets
$14,180,769
Liabilities
$1,289,587

Source: IRS Form 990. Selected filing: tax year 2024. Amounts in USD.

Leadership & pay

19 people listed

Executive titles in this filing

  • JAMES C HORTON (CEO & PRESIDENT)

Highest reported compensation

  • JAMES C HORTON (CEO & PRESIDENT): $301,316 total reported compensation
  • YOMARA H HERNANDEZ (CHIEF FINANCIAL OFFICER): $168,822 total reported compensation
  • VANESSA CLARK (CHIEF OFFICER OF PEOPLE & CULTURE): $147,856 total reported compensation

Source: IRS Form 990. Selected filing: tax year 2024. Names and roles reflect this filing, not necessarily current officeholders.

Overview

Mission

The harlem school of the art's mission is to empower and enrich young people and adults from the harlem and beyond through direct exposure to, and training in, the core disciplines of dance, music, theater and visual arts.

What it reported doing in 2024

1. Student services: during fy2025, student services continued to strengthen its operational infrastructure and student support systems, ensuring that families experienced a seamless and transparent enrollment process. Under the leadership of ann kim, senior director of education operations and partnerships, the department continued to refine data reporting systems, providing leadership and the board with regular updates on enrollment, tuition revenue, and financial aid utilization. The team also continued improvements to hsa's registration and financial aid systems, helping families navigate enrollment more easily while increasing operational efficiency. Student services expanded its support programming through workshops and resources for families and students, including college preparation guidance, financial literacy sessions, and informational events for hsa prep families. These improvements strengthened the school's ability to scale enrollment while maintaining a high level of service and responsiveness. 2. Programs & impact: in fy2025, harlem school of the arts expanded its reach significantly, serving well over 2,000 students across onsite and offsite programs and engaging thousands of family and community members through performances, exhibitions, and special events. Our core program areas included: - year-round arts instruction and private lessons in music, dance, drama, and media & design - hsa prep, our tuition-free pre-professional training program for students ages 818 - the dizzy gillespie jazz academy, providing high-level jazz training and performance opportunities - summer arts intensives across artistic disciplines - harlem summer arts experience for children ages 512 - community partnerships with schools and youth-serving organizations - family programs and public performances the expansion of scholarship support through the avant fund allowed more students than ever before to participate in hsa programs. Fy2025 also saw the continued development of partnerships that expanded hsa's reach into schools and community organizations across upper manhattan and beyond. We also launched our creative career pathways program which works to intentionally connect hsa students to the creative economy. Selected program highlights: - the dizzy gillespie jazz academy continued to grow as a flagship program, providing intensive training and performance opportunities for emerging young musicians. - hsa prep expanded its reach and strengthened its training model, providing rigorous multi-disciplinary instruction for pre-professional students. - private lessons continued to grow across disciplines, offering individualized instruction in music, dance, theater, and media arts. - the children's enrichment program served hundreds of students across fall and spring semesters, culminating in showcases and performances across disciplines. - the harlem summer arts experience once again provided vibrant interdisciplinary programming for children ages 512. - students performed in numerous public performances and collaborations across New York city, gaining real-world artistic experience. - seasonal performances and showcases brought families and community members together and highlighted student achievement across all artistic disciplines. - free community celebrations and neighborhood events continued to strengthen hsa's role as a cultural hub for harlem families. 3. Looking ahead: fy2025 positioned harlem school of the arts for continued growth and long-term impact. With scholarship resources expanding, enrollment increasing, and partnerships strengthening, hsa is moving toward a future in which more young people than ever before can access high-quality arts education. The school continues to focus on sustainable growth balancing program expansion with disciplined financial stewardship and strategic planning. As we move forward, harlem school of the arts remains committed to ensuring that every young person with artistic potential has

Operating model

Revenue model
Mixed. Its operating money came from several sources; no one source provided a clear majority.
Distribution model
Direct operator. The filing allocates 90% 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

STRONG - A large share of available resources goes toward mission work and the filed numbers largely add up. Fundraising costs are high for each dollar raised and expenses are high relative to revenue.

Rating breakdown

  • Financial Efficiency: 83
  • Transparency & Controls: 87
  • Accountability: 95
  • Sustainability: 30
  • Growth: 100

Detailed rating inputs

Financial Efficiency

  • Mission deployment rate: 100%; rating input score 100
  • Program expense ratio: 78.7%; rating input score 79
  • Fundraising efficiency: $3.88 raised per $1 spent on fundraising; rating input score 12; 12th percentile among comparable filings

Transparency & Controls

  • Consistency checks: 100%; rating input score 100; 63rd percentile among comparable filings
  • Pay-setting controls: 4 of 6 controls in place; rating input score 67
    • Compensation committee: Pass
    • Independent consultant: Missing
    • Other Form 990s reviewed: Missing
    • Written employment contract: Pass
    • Compensation survey or study: Pass
    • Board or committee approval: Pass
  • Foreign activity oversight: Limited
  • Grant itemization coverage: 100%; rating input score 100; 72nd percentile among comparable filings
  • Major donor itemization: Yes; rating input score 100
  • Related-party transparency: Limited

Accountability

  • Independent voting board: 100%; rating input score 100; 63rd percentile among comparable filings
  • Governance controls: 8 of 9 controls in place; rating input score 89
    • Conflict-of-interest policy: Pass
    • Whistleblower policy: Pass
    • Document-retention policy: Pass
    • CEO compensation review process: Pass
    • Other executive compensation review process: Fail
    • Form 990 shared with the board: Pass
    • Board meeting minutes documented: Pass
    • Audit committee oversight: Pass
    • Independent financial-statement audit: Pass

Sustainability

  • Operating margin: -32.2%; rating input score 4; 4th percentile among comparable filings
  • Total-asset coverage ratio: 2.08; rating input score 63; 63rd percentile among comparable filings
  • Liabilities to assets ratio: 0.09; rating input score 60; 60th percentile among comparable filings
  • Officer compensation ratio: 12.7%; rating input score 23; 23rd percentile among comparable filings

Growth

  • Program expense growth: 5.2% per year; rating input score 100; 41st percentile among comparable filings
  • Revenue growth: 0.8% per year; rating input score 100; 15th percentile among comparable filings
  • Asset growth: 11.1% per year; rating input score 100; 62nd percentile among comparable filings

Details

  • Where the money goes: 100% of revenue deployed · 78.7% of spending went to programs
  • Governance: 14 of 14 board members independent · 8 of 9 filing controls reported
  • Programs: 1 filed program accomplishment · $5.4M in reported program spending
  • Leadership: top reported pay $301K · 19 people listed · 4 of 6 pay-setting controls reported
  • Highest-paid contractors: 1 contractor listed · $101K reported
  • Consistency: 35 of 35 current checks pass
  • Schedules: 8 filed schedules · includes major donors, grants, and executive pay
  • Filing history: 13 filing years from 2012 to 2024
  • Contacts: How to reach this organization
  • Money network: 5 filed money-flow records
  • 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 — Financial Efficiency: Fundraising efficiency scored 12/100.
  • High — Sustainability: Operating margin scored 4/100.
  • Review — Accountability: Governance controls: Other executive compensation review process not reported.
  • High — Sustainability: Officer compensation ratio scored 23/100.