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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 11.6% | 48 | Fragile | Recovery | |
| 2022 | — | — | 18.9% | 37 | Financially Distressed | Decline Risk | |
| 2021 | — | — | 10.8% | 48 | Fragile | Recovery | |
| 2020 | — | — | 19.8% | 41 | Fragile | Stable Watch | |
| 2019 | — | — | 18.3% | 41 | Fragile | Recovery | |
| 2018 | — | — | 23.0% | 37 | Financially Distressed | Decline Risk | |
| 2017 | — | — | 22.3% | 41 | Fragile | Recovery | |
| 2016 | — | — | 22.1% | 33 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 23.3% | 29 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 34 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | — | 31 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KRISTINA KAMBALOV | Executive Director | 5.6% of Rev | ||
| PASHA KAMBALOV | Artistic Director | 5.2% of Rev | ||
| FRANK O'BARA | Board President | — | ||
| MICHELE HUNTER | Board President | — | ||
| PETER ZOLTOWSKI | Treasurer | — | ||
| BRANDON BRICE | Board Member | — | ||
| PETER CAMPBELL | Board Member | — | ||
| MARISA FACCIOLO | Board Member | — | ||
| LEANN HAMILTON | Board Member | — | ||
| LT COLONEL JEROME ROGERS | Board Member | — | ||
| STEPHANIE SMITH-CHRISTIANO | Board Member | — | ||
| JOE P YEAGER ESQ | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KRISTINA KAMBALOV | Executive Director | 4.8% of Rev | ||
| PASHA KAMBALOV | Artistic Director | 4.6% of Rev | ||
| FRANK O'BARA | Board President | — | ||
| MICHELE HUNTER | Board President | — | ||
| KARYN LAMB | Secretary | — | ||
| PETER ZOLTOWSKI | Treasurer | — | ||
| DEBRA HORAK | Treasurer | — | ||
| PETER CAMPBELL | Board Member | — | ||
| STEPHANIE SMITH-CHRISTIANO | Board Member | — | ||
| JOE P YEAGER ESQ | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KRISTINA KAMBALOV | Executive Director | 4.9% of Rev | ||
| PASHA KAMBALOV | Artistic Director | 4.8% of Rev | ||
| FRANK O'BARA | Board President | — | ||
| MICHELE HUNTER | Board President | — | ||
| KARYN LAMB | Secretary | — | ||
| DEBRA HORAK | Treasurer | — | ||
| PETER CAMPBELL | Board Member | — | ||
| STEPHANIE SMITH-CHRISTIANO | Board Member | — | ||
| JOE P YEAGER ESQ | Board Member | — | ||
| PETER ZOLTOWSKI | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KRISTINA KAMBALOV | Executive Director | 4.9% of Rev | ||
| PASHA KAMBALOV | Artistic Director | 4.8% of Rev | ||
| PETER CAMPBELL | Board President | — | ||
| DEBRA H HORAK | Treasurer | — | ||
| KARYN LAMB | Secretary | — | ||
| FRANK O'BARA | Board Member | — | ||
| BETTE FRANCIS | Board Member | — | ||
| STEPHANIE SMITH-CHRISTIANO | Board Member | — | ||
| MICHELE HUNTER | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 23 other orgs in DE with NTEE prefix A6.
Most-divergent component: program score sits 25 points above the peer median (60 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 11.6% sits within the sector's healthy band (18–22%).
What would change this score
No specific high-impact levers identified — this org's score is balanced across components.
Improving governance is a board decision. These are the levers.