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 | 32.2% | 27 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 35.5% | 35 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 48.9% | 17 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 39.1% | 25 | Critical Intervention Needed | Gov Risk | |
| 2018 | — | — | 52.1% | 19 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 57.9% | 21 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 22.5% | 27 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 10.0% | 31 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Alexandru Glushacov | Artistic Director | 32.2% of Rev | ||
| Melissa Zoebisch | Executive Director | — | ||
| Connie Flieder | Secretary | — | ||
| Laurentia Duffy | Board President | — | ||
| David Taylor | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| A GLUSHACOV | ART DIR/INSTRU | 15.5% of Rev | ||
| DAVID TAYLOR | ART DIR/INSTRU | 10.8% of Rev | ||
| M ZOEBISCH | EXECUTIVE DIR | 8.6% of Rev | ||
| A SIMPSON | ADMINISTRATOR | 6.3% of Rev | ||
| C HILLERMAN | INTSTRUCTOR | 5.1% of Rev | ||
| M LANCASTER-GA | TEACHER | 4.2% of Rev | ||
| M FAUSTINO | TEACHER | 3.1% of Rev | ||
| PAM GLEAVE | TEACHER | 1.3% of Rev | ||
| AMY FONG | TEACHER | 0.8% of Rev | ||
| J FLIEDER | MAINTENANCE | 0.8% of Rev | ||
| H MCCALL | TEACHER | 0.7% of Rev | ||
| LISA SWENSEN | REGISTRAR | 0.3% of Rev | ||
| C FLIEDER | Secretary | — | ||
| LAURENTIA DUFF | Board President | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 182 other orgs in CO with NTEE prefix A6.
Most-divergent component: financial score sits 11 points below the peer median (25 vs. 36).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
Overall score has gone from 19 → 27 over 5 years (improving by 8 points).
What's driving this score
- Comp-to-revenue ratio of 32.2% is above the 90th percentile for orgs of this size (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 32.2% to under 22% of revenue — would move governance score by ~20 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.