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 | 18.2% | 31 | Critical Intervention Needed | Decline Risk | |
| 2023 | — | — | 30.0% | 30 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 23.4% | 45 | Governance-Stressed | Recovery | |
| 2021 | — | — | 28.1% | 32 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 25.6% | 34 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 14.2% | 33 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 19.0% | 29 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 11.4% | 35 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | 13.9% | 35 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 14.0% | 35 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 14.4% | 39 | Fragile | Recovery | |
| 2013 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | — | 29 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | 17.4% | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARK A ROXEY | Artistic Director | 18.3% of Rev | ||
| MELISSA A ROXEY | Board Member | — | ||
| JUDITH ARNOLD | Board Member | — | ||
| DINA ERICKSON | Board Member | — | ||
| SOLANA HOFFMAN-CARTER | Board Member | — | ||
| JEAN HYATT | Board Member | — | ||
| AUSTIN JARBOE | Treasurer | — | ||
| DAVID MAR | Vice President | — | ||
| REBECCA TAGGART | Board Member | — | ||
| SCOTT SCHIED | Board President | — | ||
| LEES HUMMEL | Secretary | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARK A ROXEY | Artistic Director | 17.8% of Rev | ||
| MELLISSA A ROXEY | Board Member | 12.0% of Rev | ||
| LEES HUMMEL | Secretary | 4.1% of Rev | ||
| SOLANA HOFFMAN-CARTER | Board Member | — | ||
| JEAN HYATT | Board Member | — | ||
| REBECCA TAGGART | Board Member | — | ||
| JUDITH ARNOLD | Board Member | — | ||
| DINA ERICKSON | Board Member | — | ||
| DAVID MAR | Vice President | — | ||
| AUSTIN JARBOE | Treasurer | — | ||
| SCOTT SCHIED | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARK A ROXEY | Artistic Director | 13.4% of Rev | ||
| MELLISSA A ROXEY | NON-VOTING D | 5.5% of Rev | ||
| LEES HUMMEL | Secretary | 4.7% of Rev | ||
| JUDITH ARNOLD | Board Member | — | ||
| MICHELE ENGELHART | Board President | — | ||
| SOLANA HOFFMAN-CARTER | Board Member | — | ||
| AUSTIN JARBOE | Treasurer | — | ||
| DR SHANNEN KIRCHNER | Board Member | — | ||
| MICHAEL KIRCHNER | Board Member | — | ||
| DAVID MAR | Board Member | — | ||
| CHRISTINE MCDOWELL | Board Member | — | ||
| TIM REGAN | Board Member | — | ||
| SCOTT SCHIED | Board Member | — | ||
| REBECCA TAGGART | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 175 other orgs in NJ with NTEE prefix A6.
Most-divergent component: financial score sits 19 points below the peer median (15 vs. 34).
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 18.2% 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:
- 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.