Steady State
"Promotes choral music and supports the creation of new music by composers, including mentoring selected young talent through educational services."
— Statement of Program Service Accomplishments
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 | — | 28 | Critical Intervention Needed | Recovery | |
| 2023 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | — | 28 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 59.6% | 22 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 30.8% | 28 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 25 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 25 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 25 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | — | 29 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 37 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| RICHARD SEEGER | Treasurer | — | ||
| ALEXANDER WENTWORTH | Board Member | — | ||
| DEBORAH KING | Artistic Director | — | ||
| ALYSON NAVARRO | Board Member | — | ||
| BILLY SHAW | Board Member | — | ||
| ALAN ABEL | Board Member | — | ||
| SARAH DISTEFANO | Board Member | — | ||
| GARY PETERSON | CHAIRMAN | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| RICHARD SEEGER | Treasurer | — | ||
| ALEXANDER WENTWORTH | Board Member | — | ||
| DEBORAH KING | Artistic Director | — | ||
| ALYSON NAVARRO | Board Member | — | ||
| BILLY SHAW | Board Member | — | ||
| ALAN ABEL | Board Member | — | ||
| SARAH DISTEFANO | Board Member | — | ||
| GARY PETERSON | CHAIRMAN | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SUSAN BAER | CO-CHAIRMAN | — | ||
| ALYSON NAVARRO | Board Member | — | ||
| RICHARD SEEGER | Treasurer | — | ||
| BILLY SHAW | Board Member | — | ||
| SARA STOPAK | Board Member | — | ||
| ALEXANDER WENTWORTH | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DEBORAH KING | Artistic Director | 32.6% of Rev | ||
| SUSAN BAER | CO-CHAIRMAN | — | ||
| RICHARD SEEGER | Treasurer | — | ||
| ALEXANDER WENTWORTH | Board Member | — | ||
| SARA STOPAK | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DEBORAH KING | Artistic Director | 24.7% of Rev | ||
| SUSAN BAER | CO-CHAIRMAN | — | ||
| RICHARD SEEGER | Treasurer | — | ||
| AMANDA REGAN | Secretary | — | ||
| ALYSON NAVARRO | CO-CHAIRMAN | — | ||
| ALEXANDER WENTWORTH | Board Member | — | ||
| SARA STOPAK | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 249 other orgs in NJ with NTEE prefix A6.
Most-divergent component: financial score sits 48 points below the peer median (0 vs. 48).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
What's driving this score
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- 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:
- 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.