Steady State
"Enriches and educates the community through live theatre experiences and drama workshops, while also supporting other theatrical groups nationwide by renting costumes."
— 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.
Demonstrated Impact
- plays and drama workshops
- rent costumes to community theatres and high schools throughout the nation
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 | — | 38 | Financially Distressed | Decline Risk | |
| 2022 | — | — | — | 39 | Financially Distressed | Decline Risk | |
| 2021 | — | — | — | 42 | Financially Distressed | Decline Risk | |
| 2020 | — | — | — | 44 | Fragile | Stable Watch | |
| 2019 | — | — | — | 48 | Fragile | Recovery | |
| 2018 | — | — | — | 45 | Fragile | Stable Watch | |
| 2017 | — | — | — | 45 | Fragile | Stable Watch | |
| 2016 | — | — | — | 45 | Fragile | Decline Risk | |
| 2015 | — | — | — | 52 | Fragile | Recovery | |
| 2014 | — | — | — | 45 | Fragile | Decline Risk | |
| 2013 | — | — | — | 49 | Fragile | Recovery | |
| 2012 | — | — | — | 45 | Fragile | Decline Risk | |
| 2011 | — | — | — | 49 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| STEVE DEUTSCH | Board President | 6.9% of Rev | ||
| JENNIFER HANSEL | Board Member | 1.3% of Rev | ||
| JACQUILINE JOHNSON | Board Member | — | ||
| LARRY UNTIET | Board Member | — | ||
| LAURA HALLGREN | Board Member | — | ||
| BRITTANY MERRY | Board Member | — | ||
| LYNN MORRIS-MCEWAN | Board Member | — | ||
| TYLER LOWE | Board Member | — | ||
| PAUL BECKER | Board Member | — | ||
| WILLIAM MCALPINE | Board Member | — | ||
| SAM HARPER | Board President | — | ||
| SHANA VANDER TUIG | Treasurer | — | ||
| DANA LOWDER | Secretary | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JACQUILINE JOHNSON | Board Member | — | ||
| SAM HARPER | Board Member | — | ||
| LARRY UNTIET | Board Member | — | ||
| JOSH MUNTER | Board Member | — | ||
| BRITTANY MERRY | Board Member | — | ||
| STEVE DEUTSCH | Board President | — | ||
| LYNN MORRIS-MCEWAN | Board Member | — | ||
| JENNIFER HANSEL | Board Member | — | ||
| TYLER LOWE | Board Member | — | ||
| SHANA VANDER TUIG | Treasurer | — | ||
| DANA LOWDER | Secretary | — | ||
| PAUL BECKER | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JACQUILINE JOHNSON | Board Member | — | ||
| HEATHER HOWELL | Board Member | — | ||
| MARY NARSI | Board President | — | ||
| JACOB MEYERS | Secretary | — | ||
| JAY NORTON | Treasurer | — | ||
| JAY OLDENKAMP | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SCOTT TEN KLEY | Board Member | — | ||
| KRISTI BUSSE | Board President | — | ||
| MARY NARSI | Board Member | — | ||
| JACOB MEYERS | Board Member | — | ||
| JAY NORTON | Treasurer | — | ||
| JAY OLDENKAMP | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SCOTT TEN KLEY | Board Member | — | ||
| KRISTI BUSSE | Board President | — | ||
| MARY NARSI | Board Member | — | ||
| MERLYN WINTHER | Treasurer | — | ||
| JAY NORTON | Board Member | — | ||
| CANDACE DANIELS | Board Member | — | ||
| JAY OLDENKAMP | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 111 other orgs in IA with NTEE prefix A6.
Most-divergent component: financial score sits 24 points below the peer median (25 vs. 49).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
What's driving this score
- 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.