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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 39.3% | 37 | Governance-Stressed | Gov Risk | |
| 2022 | — | — | 44.6% | 37 | Governance-Stressed | Gov Risk | |
| 2021 | — | — | 43.9% | 35 | Governance-Stressed | Gov Risk | |
| 2020 | — | — | 86.2% | 25 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | 53.2% | 25 | Critical Intervention Needed | Gov Risk | |
| 2018 | — | — | 34.9% | 35 | Governance-Stressed | Gov Risk | |
| 2017 | — | — | 46.0% | 27 | Critical Intervention Needed | Gov Risk | |
| 2016 | — | — | 100.9% | 29 | Critical Intervention Needed | Gov Risk | |
| 2015 | — | — | 74.5% | 29 | Critical Intervention Needed | Gov Risk | |
| 2014 | — | — | 27.7% | 35 | Governance-Stressed | Gov Risk | |
| 2013 | — | — | 34.7% | 36 | Governance-Stressed | Gov Risk | |
| 2012 | — | — | 4.4% | 52 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MISTY BERMUDEZ | Artistic Director | 22.1% of Rev | ||
| MISTY BERMUDEZ | Artistic Director | 21.5% of Rev | ||
| MILAGROS CABRERA | ADMINISTRATIVE & MARKETING ASSIST | 10.1% of Rev | ||
| JOSEPH TALLEDA | ACCOMPANIST | 9.1% of Rev | ||
| JOSEPH TALLEDA | ACCOMPANIST | 8.9% of Rev | ||
| MILAGROS CABRERA | ADMINISTRATIVE & MARKETING ASSIST | 6.7% of Rev | ||
| BOOKKEEPER | 2.3% of Rev | |||
| LISA ESSERMAN | Secretary | — | ||
| PASCALE DENIS | Board Member | — | ||
| NATALIA OCHOA WEISSON | Board Member | — | ||
| LISA BLACKWELDER | Board Member | — | ||
| SAMUEL GONZALEZ | Board Member | — | ||
| RENE RAMOS | Board Member | — | ||
| LISA ESSERMAN | Secretary | — | ||
| PASCALE DENIS | Board Member | — | ||
| NATALIA OCHOA WEISSON | Board Member | — | ||
| LISA BLACKWELDER | Board Member | — | ||
| SAMUEL GONZALEZ | Board Member | — | ||
| RENE RAMOS | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Misty Bermudez | Artistic Director | 16.6% of Rev | ||
| Linda Villena | Treasurer | 7.9% of Rev | ||
| Joseph Talleda | Accompanist | 7.1% of Rev | ||
| Sherri Flinn | Choral Manager | 5.8% of Rev | ||
| Rene Ramos | Board President | — | ||
| Karl Gunther | Secretary | — | ||
| Lisa Blackwelder | Board Member | — | ||
| Lisa Esserman | Board Member | — | ||
| Pascale Denis | Board Member | — | ||
| Nicole Camejo | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 245 other orgs in FL with NTEE prefix A6.
Most-divergent component: financial score sits 30 points above the peer median (60 vs. 30).
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 39.3% is above the 90th percentile for orgs of this size (healthy band: 18–22%).
What would change this score
The two changes that would most improve this score:
- Reduce top-officer compensation from 39.3% to under 22% of revenue — would move governance score by ~35 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.