Acute Stabilization
What does this mean?
A successful crisis intervention. After hitting the Priority Review risk tier, the organization demonstrates consecutive years of Financial Score recovery paired with Governance Score improvement.
The Path Forward
The Dawn
Institutionalizes the emergency protocols that saved the organization. It locks in new, rigorous governance policies to prevent a relapse into crisis.
Title
Representative Institutions
Institutional Epochs
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2023 | Hidden | Hidden | 14.1% | 46 | Governance-Stressed | Gov Risk | |
| 2022 | — | — | 34.2% | 33 | Critical Intervention Needed | Gov Risk | |
| 2021 | Hidden | Hidden | 91.8% | 29 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 54.9% | 27 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | 30.2% | 43 | Governance-Stressed | Gov Risk | |
| 2018 | — | — | — | 51 | Fragile | Recovery | |
| 2017 | — | — | 19.6% | 39 | Fragile | Decline Risk | |
| 2016 | — | — | 17.1% | 41 | Financially Distressed | Decline Risk | |
| 2015 | — | — | 18.1% | 43 | Financially Distressed | Recovery | |
| 2014 | — | — | 14.7% | 43 | Financially Distressed | Decline Risk | |
| 2013 | — | — | 11.3% | 49 | Fragile | Recovery | |
| 2011 | — | — | 17.1% | 43 | Fragile | Stable Watch |
Officer compensation history
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHELLE MILLER | SYMPHONY MAN | 15.4% of Rev | ||
| MICHAEL BEER | Board President | — | ||
| CELIA BROUSSARD | RECORDING SE | — | ||
| MICHAEL BUCKLES | Board Member | — | ||
| MICKEY COSTELLO | Board Member | — | ||
| RACHEL DAYRIES | Board Member | — | ||
| LIZ FUSELIER | Board Member | — | ||
| TIFFANY GUILLORY | Board Member | — | ||
| CHRIS GUNTER | Board Member | — | ||
| JOE MILLER JR | Board Member | — | ||
| LAURA LEACH | Board Member | — | ||
| BARBARA MCMANUS | Board Member | — | ||
| COLTEN MILLER | Board Member | — | ||
| HEATHER RITCHIE | Board Member | — | ||
| PENNY SENECA | Board Member | — | ||
| SUSAN WANNAGE | Board Member | — | ||
| MICHAEL BEER | Board President | — | ||
| CELIA BROUSSARD | RECORDING SE | — | ||
| MICHAEL BUCKLES | Board Member | — | ||
| RACHEL DAYRIES | Board Member | — | ||
| LIZ FUSELIER | Board Member | — | ||
| JONATHAN GRIFFIN | Board Member | — | ||
| CHELSEA TIPTON II | Board Member | — | ||
| BEVERLY JONES | Board Member | — | ||
| LYNN JONES | Board Member | — | ||
| TIFFANY JONES | Board Member | — | ||
| JOE MILLER JR | Board Member | — | ||
| LAURA LEACH | Board Member | — | ||
| BARBARA MCMANUS | Board Member | — | ||
| BECKY MCMILLEN | Board Member | — | ||
| MICHELLE MILLER | SYMPHONY MAN | — | ||
| PAULETTE O'PRY | Board Member | — | ||
| SARA PERKINS | Board Member | — | ||
| BILL ROSE | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 99 other orgs in LA with NTEE prefix A6.
Most-divergent component: governance score sits 18 points below the peer median (50 vs. 68).
5-year trend: Acute Stabilization
A successful crisis intervention. After hitting the Priority Review risk tier, the organization demonstrates consecutive years of Financial Score recovery paired with Governance Score improvement.
Overall score has gone from 43 → 46 over 5 years (improving by 3 points).
What's driving this score
- Comp-to-revenue ratio of 14.1% sits within the sector's healthy band (18–22%).
- Net assets declined for 3 consecutive years of deficit spending; cash runway narrowing.
What would change this score
The two changes that would most improve this score:
- Stabilize program expenses or grow earned-income revenue to break the consecutive-deficit pattern (~8 points to financial score).
Improving governance is a board decision. These are the levers.