Sangre De Cristo Chorale
Nonprofit profile at a glance
- EIN
- 850284273
- IRS 990-EZ coverage
- 2010–2024
- Forms available
- Form 990-EZ 2024
- Location
- Santa Fe, NM, USA
- Phone
- 5059897440
- Rating
- 81
- Verdict
- STRONG
- Rating confidence
- Moderate
- Sector
- Singing, Choral
Reported finances
- Revenue
- $73,668
- Expenses
- $65,464
- Assets
- $46,133
- Liabilities
- $20,000
Source: IRS Form 990-EZ. Selected filing: tax year 2024. Amounts in USD.
Leadership & pay
14 people listed
Executive titles in this filing
- ANNE BRADLEY (PRESIDENT)
People named in this filing
- GILBERT MIRANDA (MEMBER AT LA)
- LYNN TAULBEE (DIRECTOR)
- JERRY NELSON (TREASURER, M)
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
To perform choral music in a variety of venues that will make a significant artistic and cultural contribution to local communities in northern New Mexico, particularly young people.
What it reported doing in 2024
The chorale's long history of contribution to the community was seriously threatened by the covid-19 (hereafter c19) pandemic. Although most arts activities are challenged in their own ways by c19, choral groups are particularly challenged because the act of singing itself is a potent vehicle for spread of the virus, and in normal rehearsals and performances both the singers and members of the audience are in close proximity to each other. It is no exaggeration to say that the survival of the sangre de cristo chorale in the face of c19 required a complete reconfiguration, at least in the near term, of how the chorale meets its mission and serves the community. The sangre de cristo chorale survived this year of complete reconfiguration by shifting to all virtual activities. The chorale's music director and accompanists designed a program of activities that included twice- monthly video presentations to the community on youtube with both individual member and group presentations , as well as bi-monthly educational activities and social occasions on zoom to connect our community during these challenging times. They also prepared and recorded a solo voice recital that was also shared on youtube. The chorale during the year produced a total of thirty different virtual events that included twenty-one different videos each averaging over one hundred views. The board continued to hold meetings on zoom to steer decision making, keep track of member participation, and lead fund raising activities to successfully pay its artistic contract musicians at a similar rate as the previous year when no in person rehearsals or paying concerts were held. The chorale artistic personnel and the board had developed plans for resumption of normal activities when allowed, but ongoing concerns delayed any implementation of these now to late in 2021. The board spent much of the later part of the year preparing a program for the subsequent year and studying and developing a protocol for risk mitigation once health guidelines would allow for in person events again.
Operating model
- Revenue model
- Donor-supported. 65% of the money available for current operations came from contributions and gifts.
- Distribution model
- Direct operator. The filing allocates 100% 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. Total assets are small relative to annual expenses; liquid coverage is unknown and liabilities are high compared with assets.
Rating breakdown
- Financial Efficiency: 83
- Transparency & Controls: 82
- Sustainability: 43
- Growth: 100
Detailed rating inputs
Financial Efficiency
- Mission deployment rate: 79.3%; rating input score 79
- Program expense ratio: 89.3%; rating input score 89
Transparency & Controls
- Consistency checks: 100%; rating input score 100; 52nd percentile among comparable filings
- Major donor itemization: Limited
Sustainability
- Operating margin: 11.1%; rating input score 63; 63rd percentile among comparable filings
- Total-asset coverage ratio: 0.7; rating input score 37; 37th percentile among comparable filings
- Liabilities to assets ratio: 0.43; rating input score 10; 10th percentile among comparable filings
- Officer compensation ratio: 8.6%; rating input score 10; 10th percentile among comparable filings
Growth
- Program expense growth: 2.1% per year; rating input score 100; 55th percentile among comparable filings
- Revenue growth: 3.6% per year; rating input score 100; 66th percentile among comparable filings
- Asset growth: 3.1% per year; rating input score 100; 51st percentile among comparable filings
Details
- Where the money goes: 79.3% of revenue deployed · 89.3% of spending went to programs
- Governance: Filed governance answers
- Accomplishments: 2 filed program accomplishments · $58K in reported program spending
- Leadership: top reported pay $0 · 14 people listed
- Consistency: 7 of 7 current checks pass
- Schedules: 2 filed schedules
- Filing history: 14 filing years from 2010 to 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.
- Moderate — Sustainability: Total-asset coverage ratio scored 37/100.
- High — Sustainability: Liabilities to assets ratio scored 10/100.
- High — Sustainability: Officer compensation ratio scored 10/100.