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 |
|---|---|---|---|---|---|---|---|
| 2023 | — | — | 80.0% | 19 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 88.5% | 19 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 89.5% | 11 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 48.1% | 14 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | — | 26 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 27 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | — | 23 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 27 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | — | 23 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 27 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 13.5% | 23 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 8.7% | 25 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JAMES J DOMINE | Treasurer | — | ||
| ROBERTA HOFFMAN | Secretary | — | ||
| MEHRAN KALAYDJIAN | Board President | — | ||
| NORMA J DOMINE | Treasurer | — | ||
| ROBERTA HOFFMAN | Secretary | — | ||
| JAMES DOMINE | MUSIC DIRECTORPRESIDENT | — | ||
| ROBERTA HOFFMAN | Secretary | — | ||
| JAMES DOMINE | MUSIC DIRECTORPRESIDENT | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ROBERTA HOFFMAN | Secretary | — | ||
| NORMA J DOMINE | Treasurer | — | ||
| JAMES DOMINE | MUSIC DIRECTORPRESIDENT | — |
Score breakdown
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: financial score sits 18 points below the peer median (15 vs. 33).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
Overall score has gone from 26 → 19 over 5 years (declining by 7 points).
What's driving this score
- Comp-to-revenue ratio of 80.0% 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 80.0% 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.