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 | — | — | 20.6% | 39 | Financially Distressed | Recovery | |
| 2022 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 10.7% | 37 | Financially Distressed | Recovery | |
| 2020 | — | — | 34.7% | 36 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 35.4% | 36 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | — | 49 | Fragile | Recovery | |
| 2017 | — | — | — | 43 | Fragile | Recovery | |
| 2016 | — | — | — | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| EMILY DARLAGE | Artistic Director | 13.3% of Rev | ||
| VANESSA HAYS | Board Member | 10.6% of Rev | ||
| HANNAH SCHOENING | Board President | — | ||
| KELLI BOWMAN | Board President | — | ||
| IAN HAYS | Treasurer | — | ||
| ABBI GRECI | Unspecified Role | — | ||
| JULIE WILMOT | Unspecified Role | — | ||
| TIERNEY DININGER | Unspecified Role | — | ||
| ANGIE MONTGOMERY | Unspecified Role | — | ||
| CARRIE MILLER | Unspecified Role | — | ||
| JULIA WILSON | Unspecified Role | — | ||
| HEATHER HOFFMAN | Unspecified Role | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| EMILY MISER | Artistic Director | 13.4% of Rev | ||
| VANESSA HAYS | Board Member | 7.2% of Rev | ||
| HANNAH SCHOENING | Board President | — | ||
| KELLI BOWMAN | Board President | — | ||
| IAN HAYS | Treasurer | — | ||
| ABBY GRECI | Secretary | — | ||
| JULIE WILMOT | Board Member | — | ||
| TIERNEY DININGER | Board Member | — | ||
| ANGIE MONTGOMERY | Board Member | — | ||
| CARRIE MILLER | Board Member | — | ||
| JULIA WILSON | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| EMILY MISER | Artistic Director | 6.1% of Rev | ||
| ANNE JOHANSSON | Executive Director | — | ||
| LAUREN THOMAS | Board President | — | ||
| JULIE WILMOT | Board President | — | ||
| HANNAH SWOGGER | Secretary | — | ||
| JOE JOHANSSON | Treasurer | — | ||
| VALERI ABBOTT | Board Member | — | ||
| KJ DUNN | Board Member | — | ||
| RACHEL WILSON | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANNE JOHANSSON | Executive Director | 15.6% of Rev | ||
| EMILY MISER | Artistic Director | 9.2% of Rev | ||
| LAUREN THOMAS | Board President | — | ||
| JULIE WILMOT | Board President | — | ||
| RACHEL WILSON | Board Member | — | ||
| KJ DUNN | Board Member | — | ||
| HANNAH SWOGGER | Secretary | — | ||
| VALERI ABBOTT | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| EMILY MISER | Artistic Director | 8.4% of Rev | ||
| ANNE JOHANSSON | Executive Director | 6.5% of Rev | ||
| TIERNEY DININGER | Board Member | — | ||
| KJ DUNN | Board Member | — | ||
| HANNAH SWOGGER | Secretary | — | ||
| JOE JOHANSSON | Treasurer | — | ||
| LAUREN THOMAS | Board President | — | ||
| JULIE WILMOT | Board President | — | ||
| VALERI ABBOTT | Board Member | — | ||
| RACHEL WILSON | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 120 other orgs in IN with NTEE prefix A6.
Most-divergent component: governance score sits 6 points below the peer median (45 vs. 51).
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 20.6% 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.