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 | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 18.3% | 48 | Fragile | Decline Risk | |
| 2022 | — | — | — | 51 | Fragile | Recovery | |
| 2021 | — | — | 59.2% | 38 | Governance-Stressed | Gov Risk | |
| 2020 | — | — | 27.4% | 52 | Governance-Stressed | Recovery | |
| 2019 | — | — | — | 51 | Fragile | Recovery | |
| 2018 | — | — | — | 49 | Fragile | Decline Risk | |
| 2017 | — | — | — | 53 | Fragile | Stable Watch | |
| 2016 | — | — | — | 53 | Fragile | Stable Watch | |
| 2015 | — | — | — | 53 | Fragile | Stable Watch | |
| 2014 | — | — | — | 53 | Fragile | Stable Watch | |
| 2013 | — | — | — | 53 | Fragile | Stable Watch | |
| 2012 | — | — | — | 53 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TOM COOK | EXECUTIVE DI | 18.5% of Rev | ||
| MARIA LARIONOFF | Artistic Director | 2.6% of Rev | ||
| ROYCE ENGSTROM | Board President | — | ||
| MARGARET BALDRIDGE | ORCH LEADER | — | ||
| ADAM COLLINS | ORCH REPRESE | — | ||
| DONNA MENDELSON | Secretary | — | ||
| JAMES WILEY | Treasurer | — | ||
| KATHY MANN BARTLETT | VICE PRESIDE | — | ||
| DEIRDRE SWANSON | Board Member | — | ||
| LAURA HAYTHORNTHWAITE | Board Member | — | ||
| JO MAY SALONEN | Board Member | — | ||
| DUDLEY ANDERSON | Board Member | — | ||
| STEVE BAHLS | Board Member | — | ||
| MARGARET TONON | MEMNER | — | ||
| MEGAN STARK | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TOM COOK | EXECUTIVE DI | 16.1% of Rev | ||
| MARIA LARIONOFF | Artistic Director | 2.2% of Rev | ||
| ROYCE ENGSTROM | Board President | — | ||
| MARGARET BALDRIDGE | ORCH LEADER | — | ||
| ADAM COLLINS | ORCH REPRESE | — | ||
| DONNA MENDELSON | Secretary | — | ||
| CAROL GARLINGTON | Treasurer | — | ||
| JAMES WILEY | VICE PRESIDE | — | ||
| KATHY BARTLETT | Board Member | — | ||
| LAURA HAYTHORNTHWAITE | Board Member | — | ||
| JO MAY SALONEN | Board Member | — | ||
| DUDLEY ANDERSON | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KAREN HENDRICKSON | COORDINATOR | 16.7% of Rev | ||
| MARIA LARIONOFF | Artistic Director | 2.2% of Rev | ||
| MARGARET BALDRIDGE | ORCH LEADER | 1.6% of Rev | ||
| ROYCE ENGSTROM | Board President | — | ||
| DONNA MENDELSON | Secretary | — | ||
| NANCY MCCULLOCH | Board Member | — | ||
| TOM COOK | VICE PRESIDE | — | ||
| CAROL GARLINGTON | Treasurer | — | ||
| JAMES WILEY | Board Member | — | ||
| KATHY BARTLETT | Board Member | — | ||
| ISAAC CANTOR | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DARI QUICK | COORDINATOR | 16.9% of Rev | ||
| MARIA LARIONOFF | Artistic Director | 4.8% of Rev | ||
| MARGARET BALDRIDGE | ORCH LEADER | 2.5% of Rev | ||
| ROYCE ENGSTROM | Board President | — | ||
| JIM JOURDONNAIS | Treasurer | — | ||
| ISAAC KANTOR | Board Member | — | ||
| JOYCE HOCKER | VICE PRESIDE | — | ||
| AUDREY PETERSON | Board Member | — | ||
| DONNA MENDELSON | Secretary | — | ||
| NANCY MCCULLOCH | Board Member | — | ||
| TOM COOK | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 37 other orgs in MT with NTEE prefix A6.
Most-divergent component: governance score sits 25 points below the peer median (45 vs. 70).
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 18.3% sits within the sector's healthy band (18–22%).
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).
Improving governance is a board decision. These are the levers.