Steady State
What does this mean?
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
The Path Forward
The Stewardship
Focuses on long-term sustainability and gentle cultivation of existing resources rather than forced expansion. It honors the organization's established role as a reliable anchor.
Title
Representative Institutions
Institutional Epochs
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2023 | Hidden | Hidden | — | — | Unknown | — | |
| 2022 | — | — | 57.0% | 27 | Critical Intervention Needed | Gov Risk | |
| 2021 | Hidden | Hidden | — | — | Unknown | — | |
| 2020 | — | — | 58.8% | 26 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 45.8% | 24 | Critical Intervention Needed | Gov Risk |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ALEXANDRA HOLLOWAY | Vice PresidentArtisti | 19.4% of Rev | ||
| JAMES C HOLLOWAY | PresidentGeneral Dir | 10.5% of Rev | ||
| HANNAH HOLLOWAY | Treasurer | 8.7% of Rev | ||
| SUZANNE SELLNER | Secretary | — | ||
| VICTORIA SARVADI | Board Member | — | ||
| ELAINE SCOTT | Board Member | — | ||
| JACQUELYN THORNTON | Board Member | — | ||
| GREGORY HALL | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| James Christopher Holloway | Board President | 8.6% of Rev | ||
| Alexandra Holloway | Artistic Director | 8.5% of Rev | ||
| Suzanne Sellner | Secretary | — | ||
| Hannah Holloway | Treasurer | — | ||
| Victoria Sarvadi | Board Member | — | ||
| Elaine Scott | Board Member | — | ||
| Jacquelyn Thornton | Board Member | — | ||
| Gregory Hall | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Fewer than 3 peers found in TX for this NTEE subcategory; peer comparison would not be statistically meaningful.
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
What's driving this score
- Comp-to-revenue ratio of 43.3% is well above the sector's 90th percentile (healthy band: 18–22%).
- Financial resilience score in the bottom quartile — reserves and liabilities ratios warrant review.
What would change this score
The two changes that would most improve this score:
- Reduce top-officer compensation from 43.3% to under 22% of revenue — would move governance score by ~40 points.
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
Improving governance is a board decision. These are the levers.