VALLEY PERFORMING ARTS COUNCIL

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Financial Vulnerability Assessment (Tuckman-Chang)

4 risk indicators measuring financial stability and operational resilience

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Financial Trends

Organization Details

Formation Year

1997

Legal Domicile

Principal Officer

AJA PATTON

Phone

5598973977

Tax Period

2022-01-01 to 2022-12-31

VALLEY PERFORMING ARTS COUNCIL, founded in 1997, is a small nonprofit in the Arts, Culture & Humanities sector that reported $261K in total revenue in fiscal year 2022. Revenue surged 25% from the prior year, signaling strong growth momentum. Expenses of $251K left a modest 4% surplus.

Mission

VALLEY PERFORMING ARTS COUNCIL (VPAC) WAS ESTABLISHED IN MARCH OF 1997 AS A NON-PROFIT EDUCATIONAL ORGANIZATION PROVIDING LOCAL GRADE SCHOOL STUDENTS WITH EXPOSURE TO THE CLASSICAL PERFORMING ARTS. VPAC BELIEVES IN EDUCATING CHILDREN IN CLASSICAL ARTS - ARTS THAT HAVE SURVIVED THE TEST OF TIME WHICH PROVIDES LASTING VALUE TO SOCIETY. VPAC'S PRIMARY MISSION IS TO EXPOSE CHILDREN TO THE BEAUTY, WISDOM, AND TRUTH THAT CLASSICAL ARTS IMPART TO US. IN THIS MODERN WORLD OF TECHNOLOGY, IT SEEMS AS THOUGH THE FOCUS OF EDUCATION HAS SHIFTED FURTHER FROM A CURRICULUM CONCERNED WITH BUILDING CHARACTER. THE ARTS HAVE LONG SURVIVED AS A WAY TO BETTER THE UNDERSTANDING, EXPRESSION, AND FUTURE OF OUR RACE. LEARNING, STUDYING AND MASTERING DIFFERENT FORMS OF CLASSICAL ARTS HELPS TEACH OUR CHILDREN THE VALUE OF COMPASSION, INTEGRITY, PERSONAL STRENGTH, AND RESPECT FOR OURSELVES AND OTHERS. GREAT CLASSICAL ART FOCUSES NOT ONLY ON THE TECHNICAL MASTERY OF PAINTING, DANCING OR PLAYING AN INSTRUMENT, BUT A

Program Service Accomplishments

Program 1

PUBLIC PERFORMANCES: VPAC CHARGES SCHOOLS 5.00 PER STUDENT, AND TRIES TO KEEP FEES AS LOW AS POSSIBLE TO REACH AS MANY STUDENTS AS POSSIBLE. SCHOOL FEES, HOWEVER, ARE NOT ENOUGH TO COVER PRODUCTION COSTS; THEREFORE TICKET SALES FROM PUBLIC PERFORMANCES SERVE AS A FUNDRAISER TO COVER THE COST OF THE SCHOOL PROGRAMS.

Program 2

SCHOOL OUTREACH PROGRAM: VPAC PRESENTS EXCERPTS FROM FULL-LENGTH BALLETS SELECTED FOR GRADE SCHOOL STUDENTS AT EITHER THEIR SCHOOL THEATER, NEAR-BY COMMUNITY THEATER OR AT OUR CENTRAL LOCATION AT THE WILLIAM SAROYAN THEATRE, FRESNO, CALIFORNIA. "STUDY GUIDES" WHICH MEET CALIFORNIA STATE STANDARDS ARE PROVIDED TO SCHOOLS AND CAN BE USED FOR PRE-PERFORMANCE AND POST-PERFORMANCE EDUCATION. ON-SITE CLASSROOM TRAINING WITH PROFESSIONAL ARTIST IS ALSO OFFERED.

Program 3

SEND CHILDREN TO THE THEATER: THIS PROGRAM SHARES THE BEAUTY OF CLASSICAL BALLET AND THE THEATRE EXPERIENCE BY INVITING LESS FORTUNATE CHILDREN THROUGH GOVERNMENT SUBSIDIZED ORGANIZATIONS IN FRESNO, CLOVIS, VISALIA AND TULARE. SINCE 2000, VPAC HAS INVITED OVER 13,000 LESS FORTUNATE CHILDREN TO THE THEATER THROUGH THIS PROGRAM. APPROXIMATELY 1,700 TICKETS ARE PROVIDED FOR LESS FORTUNATE CHILDREN TO ATTEND PUBLIC PERFORMANCES.

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Trantor Score

Financial Health Score (300–850) · Liquidity · Solvency · Sustainability · Efficiency

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Liquidity (40%) • Solvency (30%) • Sustainability (20%) • Efficiency (10%)

Financial Overview (2022)

Revenue Breakdown

Contributions & Grants $113,112

Program Service Revenue $139,535

Investment Income $17

Other Revenue $8,289

TOTAL REVENUE $260,953

Expense Breakdown

Grants Paid $0

Salaries & Benefits $0

Fundraising Expenses $0

Program Expenses $237,694

Other Expenses $251,355

TOTAL EXPENSES $251,355

Year-over-Year Comparison

	2022	2021	Change
Revenue	$260,953	$209,178	+0.2%
Expenses	$251,355	$179,768	+0.4%
Net Income	$9,598	$29,410	-0.7%

Key Indicators

✗ Grants to Organizations ✗ Grants to Individuals ✗ Lobbying ✗ Political Activity ✗ Foreign Activities ✗ Donor Advised Fund ✓ Schedule B Required

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Financial Health Indicators

Comprehensive financial analysis: Altman Z-Score, liquidity, solvency, sustainability, efficiency, and growth metrics

Financial Distress Indicator

Liquidity & Cash Position

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Altman Z-Score • Liquidity Ratios • Solvency Analysis • Growth Indicators • Efficiency Metrics

Governance

Voting Members

Independent Members

Employees

N/A

Volunteers

N/A

Governance Policies

✗ Conflict of Interest Policy

✗ Whistleblower Policy

✗ Document Retention Policy

Special Practices & Reported Activities

✗ Operated a School

✗ Operated a Hospital

✗ Provided First Class Travel

✗ Reported Conflict of Interest

✗ Reported Asset Diversion

✗ Excess Benefit Transaction

✗ Made Political Expenditures

✗ Engaged in Lobbying

✗ Operated Donor Advised Fund

✗ Maintained Art Collections

✗ Filed Form 720

Compensation of Officers, Directors & Key Employees

Total Officers

Total Directors

Key Employees

Highest Compensated

reported

Name	Title	Hours/Week	Role	Reportable Comp	Other Comp	Total
MIMI FANUCCHI	PRESIDENT	N/A	Director	$0	$0	$0
YUKARI THIESEN	ARTISTIC DIR	N/A	Officer Director	$0	$0	$0
AJA PATTON	PRESIDENT	N/A	Director	$0	$0	$0
LUCIA CHAVEZ	DIRECTOR	N/A	Director	$0	$0	$0
KATHRYN MCDOUGAL	SECRETARY	N/A	Director	$0	$0	$0
MICHAEL MAHONEY	DIRECTOR	N/A	Director	$0	$0	$0
SARA SHOTANUS	DIRECTOR	N/A	Director	$0	$0	$0
KENNETH BALINT	DIRECTOR	N/A	Director	$0	$0	$0
KAYE BONNER-CUMMINGS	DIRECTOR	N/A	Director	$0	$0	$0
PRISCILLA CULLERS	DIRECTOR	N/A	Director	$0	$0	$0
RHONDA WHEETON	DIRECTOR	N/A	Director	$0	$0	$0

Note: Compensation data is self-reported by the organization on their Form 990. "Reportable Comp" includes salary, bonuses, and other reportable compensation from the organization and related organizations. "Other Comp" includes benefits, deferred compensation, and non-taxable benefits.

Historical Data

Year	Revenue	Expenses	Assets	Net Income
2022	$260,953	$251,355	$227,969	$9,598
2021	$209,178	$179,768	$187,814	$29,410
2020	$179,253	$172,483	$137,258	$6,770
2019	$264,900	$261,400	$103,556	$3,500
2018	$232,865	$225,207	$109,341	$7,658