Steady State
Steady State
Market
Archetype
Mechanical
Natural
Tier
Priority Review
Trajectory Thumbprint
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.
The Stewardship
Institutional Health Scores
5-yr trend: Steady State ↑
Overall
39
Score
Governance
45
Score
Financial
45
Score
Program
30
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
Financial Era
Governance Era
Trajectory Era
Steady State
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 23.3% | 39 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | — | 36 | Fragile | Decline Risk | |
| 2021 | — | — | 45.6% | 23 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 65.8% | 13 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 26.2% | 23 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 49.1% | 19 | Critical Intervention Needed | Gov Risk | |
| 2017 | — | — | 47.5% | 23 | Critical Intervention Needed | Gov Risk | |
| 2016 | — | — | 40.8% | 28 | Critical Intervention Needed | Gov Risk | |
| 2015 | — | — | 35.1% | 32 | Critical Intervention Needed | Gov Risk | |
| 2014 | — | — | 33.5% | 32 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 31.8% | 31 | Critical Intervention Needed | Gov Risk | |
| 2012 | — | — | 32.4% | 32 | Critical Intervention Needed | Gov Risk | |
| 2011 | — | — | 26.9% | 36 | Fragile | Gov Risk |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANDREW WALLACE | Artistic Director | 27.9% of Rev | ||
| KATHERINE SOLVERSON | Board Member | — | ||
| LAURA TOMACIC | Board Member | — | ||
| LINDA KIRACIBASI | Board Member | — | ||
| BRYAN HALES | Board President | — | ||
| MONIQUE MAYE | Board President | — | ||
| VAN CROCKER JR | Treasurer | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANDREW WALLACE | Artistic Director | 23.3% of Rev | ||
| JULIE HILL | Board Member | — | ||
| BRYAN HALES | Board President | — | ||
| MONIQUE MAYE | Board President | — | ||
| VAN CROCKER JR | Treasurer | — | ||
| KATHERINE SOLVERSON | Board Member | — | ||
| LAURA TOMACIC | Board Member | — | ||
| LINDA KIRACIBASI | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| AMY BRANAHL | Artistic Director | 39.1% of Rev | ||
| TOM BECK | Board Member | — | ||
| SARA GREENSTEIN | Board Member | — | ||
| LINDA KIRACIBASI | Board Member | — | ||
| DEBRA HATCHETT | Board Member | — | ||
| KATHERINE SOLVERSON | Board Member | — | ||
| LAURA TOMACIC | Board Member | — | ||
| ANDREW WALLACE | Board Member | — | ||
| VAN CROCKER | Board Member | — | ||
| BRYAN HALES | Board President | — | ||
| MONIQUE MAYE | Board President | — | ||
| MARTHA KINZEL | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| AMY BRANAHL | Artistic Director | 52.2% of Rev | ||
| TOM BECK | Board Member | — | ||
| SARA GREENSTEIN | Board Member | — | ||
| LINDA KIRACIBASI | Board Member | — | ||
| MONIQUE MAYE | Board Member | — | ||
| KATHERINE SOLVERSON | Board Member | — | ||
| LAURA TOMACIC | Board Member | — | ||
| OSCAR ALCANTARA | Board President | — | ||
| BRYAN HALES | Board President | — | ||
| MARTHA KINZEL | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| AMY BRANAHL | Artistic Director | 51.2% of Rev | ||
| OSCAR ALCANTARA | Board President | — | ||
| TOM BECK | Board Member | — | ||
| MELISSA CORLEY | Board Member | — | ||
| SARA GREENSTEIN | Board Member | — | ||
| BRYAN HALES | Board Member | — | ||
| MARTHA KINZEL | Treasurer | — | ||
| LINDA KIRACIBASI | Board Member | — | ||
| MONIQUE MAYE | Board Member | — | ||
| KATHERINE SOLVERSON | Board Member | — | ||
| LAURA TOMACIC | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
45 / 100
weight 40%
Governance risk
45 / 100
weight 40%
Program scale
30 / 100
weight 20%
Overall
39 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 195 other orgs in IL with NTEE prefix A6.
Most-divergent component: financial score sits 9 points above the peer median (45 vs. 36).
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 23.3% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- 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.