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 | — | — | 45.1% | 25 | Critical Intervention Needed | Recovery | |
| 2023 | — | — | 31.2% | 27 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 44.9% | 23 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 91.5% | 19 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 63.2% | 32 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | — | 35 | Fragile | Recovery | |
| 2018 | — | — | — | 31 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 31 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 35 | Fragile | Stable Watch | |
| 2014 | — | — | — | 35 | Fragile | Stable Watch | |
| 2013 | — | — | — | 35 | Fragile | Recovery | |
| 2012 | — | — | 15.2% | 29 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 43 | Fragile | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Rebecca Verner | Artistic Director | 17.1% of Rev | ||
| Kristina Schenck | Accompanist And Video Producer | 8.3% of Rev | ||
| Jennifer Blanchard | Executive Director | 5.7% of Rev | ||
| Susan Dommer | Board Member | 2.8% of Rev | ||
| Tamara Halstead | Board Member | 2.0% of Rev | ||
| Kimberly Hill | Accompanist GMCC Older Choir | 2.0% of Rev | ||
| Patricia Digiovine | Accompanist GMCC Younger Choir | 1.6% of Rev | ||
| Eileen Daniels | Board Member | — | ||
| Kathryn Moore | Board Member | — | ||
| Ken Shepherd | Board Member | — | ||
| Patty Laing | Board Member | — | ||
| Bob Beecher | Board Member | — | ||
| Veronica Donahue | Board Member | — | ||
| Mark Dodge | Board President | — | ||
| Jon Sadler | Board President | — | ||
| Julie Mahoney | Secretary | — | ||
| Alan Salsieder | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Kristina Schenck | Accompanist And Video Producer | 19.9% of Rev | ||
| Rebecca Verner | Artistic Director | 16.7% of Rev | ||
| Jennifer Blanchard | Executive Director | 5.7% of Rev | ||
| Susan Dommer | Board Member | 2.7% of Rev | ||
| Sandy Loy | Board Member | 2.0% of Rev | ||
| Kimberly Hill | Accompanist GMCC Older Choir | 1.9% of Rev | ||
| Patricia Digiovine | Accompanist GMCC Younger Choir | 1.9% of Rev | ||
| Mark Dodge | Board President | — | ||
| Mary Lynn Menzies | Board President | — | ||
| Julie Mahoney | Secretary | — | ||
| David Williams | Treasurer | — | ||
| Eileen Daniels | Board Member | — | ||
| Kathryn Moore | Board Member | — | ||
| Ken Shepherd | Board Member | — | ||
| Dennis Fargo | Board Member | — | ||
| Bob Beecher | Board Member | — | ||
| Veronica Donahue | Board Member | — | ||
| Carol McCarthy | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 146 other orgs in VA with NTEE prefix A6.
Most-divergent component: financial score sits 21 points below the peer median (15 vs. 36).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
Overall score has gone from 32 → 25 over 5 years (declining by 7 points).
What's driving this score
- Comp-to-revenue ratio of 45.1% is well above the sector's 90th percentile (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:
- Reduce top-officer compensation from 45.1% to under 22% of revenue — would move governance score by ~40 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.