Steady State
Steady State
Market
Archetype
Mechanical
Natural
Tier
Priority Review
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
38
Score
Governance
50
Score
Financial
15
Score
Program
60
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
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 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 11.7% | 38 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 8.8% | 44 | Fragile | Recovery | |
| 2021 | — | — | 11.4% | 47 | Fragile | Gov Risk | |
| 2020 | — | — | 9.6% | 50 | Fragile | Recovery | |
| 2019 | — | — | 9.3% | 44 | Fragile | Stable Watch | |
| 2018 | — | — | 8.8% | 44 | Fragile | Stable Watch | |
| 2017 | — | — | 8.3% | 44 | Fragile | Recovery | |
| 2016 | — | — | — | 36 | Financially Distressed | Recovery | |
| 2015 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 42 | Fragile | Recovery | |
| 2011 | — | — | — | 38 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MR DAVID MCCLYMONT | Executive Director | 9.8% of Rev | ||
| MR DAVID MCCLYMONT | Executive Director | 8.7% of Rev | ||
| MS OLGA VAZQUEZ | Artistic Director | 3.1% of Rev | ||
| MS OLGA VAZQUEZ | Artistic Director | 3.0% of Rev | ||
| MS NANNETTE CASSIDY | Board Member | — | ||
| MS AMY COLLINS | Board Member | — | ||
| MR TODD DAHLSTROM | Board Member | — | ||
| MS MARY DEMORY | Board Member | — | ||
| MS CAROL HAYS | Board Member | — | ||
| MR PERCY KAVASMANECK | Board Member | — | ||
| MS MARIETTA M MCNULTY | Board Member | — | ||
| MS MARTHA RODRIGUEZ MD | Board Member | — | ||
| MS KAREN ROGERS | Board Member | — | ||
| MR ADAM WOLEK | Board Member | — | ||
| MR JAMES BORYNACK | Board President | — | ||
| MR RICHARD BREKUS | Board President | — | ||
| MR JOHN D HERRICK | Treasurer | — | ||
| MR DON THOMPSON | Secretary | — | ||
| MR PAUL GOLDNER | Board Member | — | ||
| MS KAREN ROGERS | Board Member | — | ||
| MRGARY LACHMAN6123-42824 | Board Member | — | ||
| MS CAROL HAYS | Board Member | — | ||
| MR TODD DAHLSTROM | Board Member | — | ||
| MS LAURIE BAY | Board Member | — | ||
| MS CATHLEEN BLACK | Board Member | — | ||
| MS MARIETTA M MCNULTY | Board Member | — | ||
| MS AMY COLLINS | Board Member | — | ||
| MS NANNETTE CASSIDY | Board Member | — | ||
| MR JAMES BORYNACK | Board President | — | ||
| MR RICHARD BREKUS | Board President | — | ||
| MR JOHN D HERRICK | Treasurer | — | ||
| MR DON THOMPSON | Secretary | — | ||
| MS LAURIE BAY | Board Member | — | ||
| MS CAROL BAXTER | Board Member | — | ||
| MS CATHLEEN BLACK | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MR DAVID MCCLYMONT | Executive Director | 5.9% of Rev | ||
| MR M PETER GOTTSEGEN | Board President | — | ||
| MR JAMES BORYNACK | Board President | — | ||
| MR MANLEY THALER | Secretary | — | ||
| MR JOHN D HERRICK | Treasurer | — | ||
| MR DON THOMPSON | Board Member | — | ||
| MR PAUL GOLDNER | Board Member | — | ||
| KAREN ROGERS | Board Member | — | ||
| MR GARY LACHMAN | Board Member | — | ||
| MS CAROL HAYS | Board Member | — | ||
| MR TODD DAHLSTROM | Board Member | — | ||
| LAURIE BAY | Board Member | — | ||
| CATHLEEN BLACK | Board Member | — | ||
| RICHARD BREKUS | Board Member | — | ||
| MARIETTA M MCNULTY | Board Member | — | ||
| FELICIA TAYLOR | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MR DAVID MCCLYMONT | Executive Director | 6.0% of Rev | ||
| MR DAVID MCCLYMONT | Executive Director | 5.8% of Rev | ||
| MR LESLIE ROSE | CHAIRMAN | — | ||
| MR DALE ARCHER MCNULTY | Board President | — | ||
| MR MANLEY THALER | Board Member | — | ||
| MR DON THOMPSON | Board Member | — | ||
| MR JOHN D HERRICK | Treasurer | — | ||
| MR PAUL GOLDNER | Board Member | — | ||
| MR JAMES BORYNACK | Board President | — | ||
| MR PHILIP REAGAN | Secretary | — | ||
| MR GARY LACHMAN | Board Member | — | ||
| MS Y MICHELE KANGE | Board Member | — | ||
| MR M PETER GOTTSEGEN | Board Member | — | ||
| MS CAROL HAYS | Board Member | — | ||
| MR DALE ARCHER MCNULTY | Board President | — | ||
| MR MANLEY THALER | Secretary | — | ||
| MR DON THOMPSON | Board Member | — | ||
| MR JOHN D HERRICK | Treasurer | — | ||
| MR PAUL GOLDNER | Board Member | — | ||
| MR JAMES BORYNACK | Board President | — | ||
| MR GARY LACHMAN | Board Member | — | ||
| MR M PETER GOTTSEGEN | Board Member | — | ||
| MS CAROL HAYS | Board Member | — | ||
| MR TODD DAHLSTROM | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
15 / 100
weight 40%
Governance risk
50 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
38 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 477 other orgs in FL with NTEE prefix A6.
Most-divergent component: financial score sits 39 points below the peer median (15 vs. 54).
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 11.7% sits within the sector's 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:
- Build cash reserves to at least 3 months of operating expenses — moves financial resilience score meaningfully (~10 points).
Improving governance is a board decision. These are the levers.