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
23
Score
Governance
42
Score
Financial
15
Score
Program
15
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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 39.1% | 23 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | — | 41 | Fragile | Recovery | |
| 2021 | — | — | 37.1% | 28 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 35.7% | 32 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | 37.0% | 32 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 37 | Fragile | Recovery | |
| 2015 | — | — | — | 33 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 33 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 33 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 33 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 33 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Mary Elizabeth Everett | Artistic Director | 28.5% of Rev | ||
| Rachel Landrum | Executive Director | 10.6% of Rev | ||
| Renee Murray | Chairman | — | ||
| Joshua Smith | Immediate Past Chairman | — | ||
| Amanda Wilson | Treasurer | — | ||
| Alison Waite | Secretary | — | ||
| Paul Bowden | Board Member | — | ||
| Frank Fillingham | Board Member | — | ||
| Judith Gearhart | Board Member | — | ||
| Marvin Milner | Board Member | — | ||
| Kim Pigott | Board Member | — | ||
| Charlotte Steele | Board Member | — | ||
| Mariah Taylor | Board Member | — | ||
| John Waite | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Nathan J Hettinger | Artistic Director | 23.2% of Rev | ||
| Rachel Landrum | Executive Director | 7.9% of Rev | ||
| Josh Smith | Chairman | — | ||
| Christy Soloveichik | Immediate Past Chairman | — | ||
| Amanda Wilson | Treasurer | — | ||
| Renee Murray | Secretary | — | ||
| Paul Bowden | Board Member | — | ||
| William Bruce | Board Member | — | ||
| Judith Gearhart | Board Member | — | ||
| Mary Hauch | Board Member | — | ||
| Sandy McKellar | Board Member | — | ||
| Zachary Thaggard | Board Member | — | ||
| Joseph Tornabene | Board Member | — | ||
| Alison Waite | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Mark Nabholz | Artistic Director | 25.3% of Rev | ||
| Leanna Range-Norwood | Executive Director | 15.2% of Rev | ||
| Sherry Boyer | Executive Director | 4.6% of Rev | ||
| Josh Smith | Chairman | — | ||
| Christy Soloveichik | Immediate Past Chairman | — | ||
| Amanda Wilsom | Treasurer | — | ||
| Stephen Travers | Secretary | — | ||
| Sara Christy | Board Member | — | ||
| Nora Katz | Board Member | — | ||
| Meryl Franck | Board Member | — | ||
| Wren Gregory | Board Member | — | ||
| Sylvia Napper | Board Member | — | ||
| Ethan Martin | Board Member | — | ||
| Zachary Thaggard | Board Member | — | ||
| Joseph Tornabene | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Mark Nabholz | Artistic Director | 25.3% of Rev | ||
| Sherry Boyer | Executive Director | 18.2% of Rev | ||
| Zachary Thaggard | Board Member | — | ||
| Joseph Tornabene | Board Member | — | ||
| Josh Smith | Chairman | — | ||
| Christy Soloveichik | Immediate Past Chairman | — | ||
| Amanda Wilsom | Treasurer | — | ||
| Victor LaGarde | Board Member | — | ||
| Stephen Travers | Secretary | — | ||
| Sara Christy | Board Member | — | ||
| Nora Katz | Board Member | — | ||
| Meryl Franck | Board Member | — | ||
| Wren Gregory | Board Member | — | ||
| Sylvia Napper | Board Member | — | ||
| Ethan Martin | 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
15 / 100
weight 40%
Governance risk
42 / 100
weight 40%
Program scale
15 / 100
weight 20%
Overall
23 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 29 other orgs in MS with NTEE prefix A6.
Most-divergent component: financial score sits 21 points below the peer median (15 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 39.1% is above the 90th percentile for orgs of this size (healthy band: 18–22%).
- 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:
- Reduce top-officer compensation from 39.1% to under 22% of revenue — would move governance score by ~34 points.
- 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.