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
37
Score
Governance
45
Score
Financial
25
Score
Program
45
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
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 |
|---|---|---|---|---|---|---|---|
| 2024 | — | — | 23.2% | 37 | Fragile | Recovery | |
| 2023 | — | — | 33.3% | 30 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 40.4% | 25 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 68.0% | 26 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | — | 37 | Financially Distressed | Recovery | |
| 2019 | — | — | 28.1% | 32 | Critical Intervention Needed | Gov Risk | |
| 2018 | — | — | — | 45 | Fragile | Recovery | |
| 2017 | — | — | — | 39 | Financially Distressed | Decline Risk | |
| 2016 | — | — | — | 47 | Fragile | Recovery | |
| 2015 | — | — | — | 39 | Financially Distressed | Stable Watch | |
| 2014 | — | — | — | 43 | Financially Distressed | Decline Risk | |
| 2013 | — | — | — | 43 | Fragile | Decline Risk | |
| 2012 | — | — | — | 51 | Fragile | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CRYSTAL BATES | OFFICE MANAGER | 13.9% of Rev | ||
| CRYSTAL BATES | OFFICE MANAGER | 13.9% of Rev | ||
| BRUCE SOUTHBARD | Artistic Director | 7.8% of Rev | ||
| BRUCE SOUTHBARD | Artistic Director | 7.8% of Rev | ||
| JOAN CALONICO | Board Member | 3.1% of Rev | ||
| JOAN CALONICO | Board Member | 3.1% of Rev | ||
| MATTHEW K BAER | ACCOMPIANIST | 2.5% of Rev | ||
| MATTHEW K BAER | ACCOMPIANIST | 2.5% of Rev | ||
| RICARDO CAMPERO | SINGERS DIR. | 2.0% of Rev | ||
| RICARDO CAMPERO | SINGERS DIR. | 2.0% of Rev | ||
| DONNA SMITH | ACCOMPIANIST | 1.5% of Rev | ||
| DONNA SMITH | ACCOMPIANIST | 1.5% of Rev | ||
| MICHAEL HERNANDEZ | Board Member | 1.2% of Rev | ||
| MICHAEL HERNANDEZ | Board Member | 1.2% of Rev | ||
| REBECCA NELSON | ACCOMPIANIST | 1.1% of Rev | ||
| REBECCA NELSON | ACCOMPIANIST | 1.1% of Rev | ||
| LINDA LUNA | Board President | — | ||
| VAN HA TO-COWELL | Board Member | — | ||
| ERIN PARRA | Board Member | — | ||
| YVETTE QUINTANA | Board Member | — | ||
| DAN WRIGHT | Parliamantarian | — | ||
| BEATRIZ SANCHEZ | Board Member | — | ||
| ELKE SCHMELING | Board Member | — | ||
| BRUCE ADAMS | Board Member | — | ||
| KATY MARCONI | Treasurer | — | ||
| MARK CALONICO | Board President | — | ||
| JENNIFER ALCOVER | Secretary | — | ||
| MARY WURL | Board Member | — | ||
| LINDA LUNA | Board President | — | ||
| VAN HA TO-COWELL | Board Member | — | ||
| ERIN PARRA | Board Member | — | ||
| YVETTE QUINTANA | Board Member | — | ||
| DAN WRIGHT | Parliamantarian | — | ||
| BEATRIZ SANCHEZ | Board Member | — | ||
| ELKE SCHMELING | Board Member | — | ||
| BRUCE ADAMS | Board Member | — | ||
| KATY MARCONI | Treasurer | — | ||
| MARK CALONICO | Board President | — | ||
| JENNIFER ALCOVER | Secretary | — | ||
| MARY WURL | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CRYSTAL BATES | OFFICE MANAGER | 15.5% of Rev | ||
| BRUCE SOUTHBARD | Artistic Director | 7.4% of Rev | ||
| JOAN CALONICO | Board Member | 3.1% of Rev | ||
| RICARDO CAMPERO | SINGERS DIR. | 1.9% of Rev | ||
| DONNA SMITH | ACCOMPIANIST | 1.8% of Rev | ||
| HYEJUN LEE | ACCOMPIANIST | 1.5% of Rev | ||
| MICHAEL HERNANDEZ | Board Member | 1.2% of Rev | ||
| LINDA LUNA | Board President | — | ||
| VAN HA TO-COWELL | Board Member | — | ||
| REX HAMILTON | Board Member | — | ||
| YVETTE QUINTANA | Board Member | — | ||
| DAN WRIGHT | Board Member | — | ||
| DOUGLAD WILHOIT | Board Member | — | ||
| MARK CALONICO | Board President | — | ||
| TIM MILLER | Secretary | — | ||
| KATY MARCONI | Treasurer | — | ||
| ROMMEL K BAL DDS | Youth Dir. | — | ||
| JENNIFER ALCOVER | 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
25 / 100
weight 40%
Governance risk
45 / 100
weight 40%
Program scale
45 / 100
weight 20%
Overall
37 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 830 other orgs in CA with NTEE prefix A6.
Most-divergent component: program score sits 14 points above the peer median (45 vs. 31).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
Overall score has gone from 37 → 37 over 5 years (stable by 0 points).
What's driving this score
- Comp-to-revenue ratio of 23.2% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- Two consecutive years of deficit spending.
- 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- 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.