Steady State
Steady State
Market
Archetype
Mechanical
Natural
Tier
Developing
Trajectory Thumbprint
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.
The Stewardship
Institutional Health Scores
5-yr trend: Steady State ↑
Overall
54
Score
Governance
42
Score
Financial
80
Score
Program
30
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
Financial Era
Governance Era
Trajectory Era
Steady State
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | — | — | 25.2% | 54 | Governance-Stressed | Gov Risk | |
| 2023 | — | — | — | 57 | Fragile | Recovery | |
| 2022 | — | — | 30.2% | 54 | Governance-Stressed | Gov Risk | |
| 2021 | — | — | 40.2% | 58 | Governance-Stressed | Gov Risk | |
| 2020 | — | — | 34.7% | 58 | Governance-Stressed | Recovery | |
| 2019 | — | — | 45.6% | 54 | Governance-Stressed | Recovery | |
| 2018 | — | — | — | 35 | Fragile | Decline Risk | |
| 2017 | — | — | — | 45 | Fragile | Recovery | |
| 2016 | — | — | — | 39 | Fragile | Stable Watch | |
| 2015 | — | — | — | 39 | Fragile | Stable Watch | |
| 2014 | — | — | — | 39 | Fragile | Decline Risk | |
| 2013 | — | — | — | 43 | Fragile | Decline Risk | |
| 2012 | — | — | — | 47 | Fragile | Decline Risk | |
| 2011 | — | — | — | 51 | Fragile | Recovery | |
| 2010 | — | — | — | 45 | Fragile | Decline Risk | |
| 2009 | — | — | — | 51 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BENJAMIN NADEL | Board Member | 13.2% of Rev | ||
| CARRIE PROVOST | CONDUCTOR | 6.0% of Rev | ||
| DARYL SILERAN | CONDUCTOR | 6.0% of Rev | ||
| KAY BURDI | Board President | — | ||
| DAVID GAVIN | Board President | — | ||
| JO ANN FOSS | Board President | — | ||
| JOE ZHANG | Treasurer | — | ||
| SOOJIN KIM | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARK LIU | Board Member | 12.0% of Rev | ||
| CARRIE PROVOST | CONDUCTOR | 7.7% of Rev | ||
| DARYL SILBERMAN | CONDUCTOR | 7.7% of Rev | ||
| KAY BURDI | Board President | — | ||
| SHIRLEY SZE | Board President | — | ||
| DAVID GAVIN | Board President | — | ||
| JO ANN FOSS | Secretary | — | ||
| OLGA SHROFF | Treasurer | — | ||
| SOOJIN KIM | Board Member | — | ||
| BILL HOTTINGER | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARK LIU | Board Member | 12.0% of Rev | ||
| CARRIE PROVOST | CONDUCTOR | 7.7% of Rev | ||
| DARYL SILBERMAN | CONDUCTOR | 7.7% of Rev | ||
| KAY BURDI | Board President | — | ||
| SHIRLEY SZE | Board President | — | ||
| JO ANN FOSS | Secretary | — | ||
| DAVID GAVIN | Treasurer | — | ||
| PHAVINEE PARK | Board Member | — | ||
| SAMIR KHAN | Board President | — | ||
| YASMIN KHAN | Board Member | — | ||
| DOROTHY CHINCHILLA | Board Member | — | ||
| YONHEE GORDON | Board Member | — | ||
| DAVID GAVIN | Board Member | — | ||
| JULIANA KIM | CHAMBER ENSEMBLES COACH | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARK LIU | Board Member | 18.3% of Rev | ||
| MARK LIU | Board Member | 11.4% of Rev | ||
| CARRIE PROVOST | CONDUCTOR | 7.3% of Rev | ||
| DARYL SILBERMAN | CONDUCTOR | 7.3% of Rev | ||
| ANNALISE HAUSMAN | OFFICE MANAGER | 6.0% of Rev | ||
| DAVID PETERSONS | CONDUCTORS | 4.6% of Rev | ||
| CARRIE PROVOST | CONDUCTORS | 0.6% of Rev | ||
| DARYL SILBERMAN | CONDUCTORS | 0.6% of Rev | ||
| KAY BURDI | Board President | — | ||
| SHIRLEY SZE | Board President | — | ||
| JO ANN FOSS | Secretary | — | ||
| RITCHIE CHANG | Treasurer | — | ||
| PHAVINEE PARK | Board Member | — | ||
| SAMIR KHAN | Board President | — | ||
| YASMIN KHAN | Board Member | — | ||
| DOROTHY CHINCHILLA | Board Member | — | ||
| YONHEE GORDON | Board Member | — | ||
| DAVID GAVIN | Board Member | — | ||
| JULIANA KIM | CHAMBER ENSEMBLES COACH | — | ||
| KAY BURDI | Board President | — | ||
| SHIRLEY SZE | Board President | — | ||
| JO ANN FOSS | Secretary | — | ||
| RITCHIE CHANG | Treasurer | — | ||
| DELENA OLLILA | Board President | — | ||
| PHAVINEE PARK | Board Member | — | ||
| SAMIR KHAN | Board President | — | ||
| YASMIN KHAN | Board Member | — | ||
| SHARENDA BARLAR | Board Member | — | ||
| DOROTHY CHINCHILLA | Board Member | — | ||
| YONHEE GORDON | DIRECTORS | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
80 / 100
weight 40%
Governance risk
42 / 100
weight 40%
Program scale
30 / 100
weight 20%
Overall
54 / 100
Developing
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 195 other orgs in IL with NTEE prefix A6.
Most-divergent component: financial score sits 45 points above the peer median (80 vs. 35).
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 25.2% is modestly above the sector's healthy band (18–22%) — worth monitoring.
What would change this score
The two changes that would most improve this score:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- Reduce top-officer compensation from 25.2% to under 22% of revenue — would move governance score by ~6 points.
Improving governance is a board decision. These are the levers.