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 | — | 45 | Fragile | Gov Risk | |
| 2023 | Hidden | Hidden | — | 36 | Governance-Stressed | Gov Risk | |
| 2022 | — | — | — | 36 | Governance-Stressed | Gov Risk | |
| 2021 | — | — | 35.0% | 31 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 111.6% | 13 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 25.6% | 24 | Critical Intervention Needed | Gov Risk | |
| 2018 | — | — | 30.8% | 25 | Critical Intervention Needed | Gov Risk | |
| 2017 | — | — | 13.4% | 35 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 12.9% | 39 | Fragile | Recovery | |
| 2015 | — | — | 15.6% | 33 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 16.0% | 29 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 17.5% | 33 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 47 | Financially Distressed | Decline Risk | |
| 2011 | — | — | — | 51 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SHARON STALEY | Board President | — | ||
| TORI BRANT | Board President | — | ||
| LINDA ROSSI | Secretary | — | ||
| NICK TARLSON | Treasurer | — | ||
| BRIGITTE CARRABIN | Board Member | — | ||
| HAZEL KING | Board Member | — | ||
| SUSAN HOEHLER | Board Member | — | ||
| CINDY FLINN | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Artistic Director | 65.2% of Rev | |||
| CINDY FLINN | Board President | — | ||
| NICK TARLSON | Treasurer | — | ||
| CATHERINE BLUMBERG | Secretary | — | ||
| HAZEL KING | Board Member | — | ||
| TORI BRANT | Board Member | — | ||
| LINDA ROSSI | Board Member | — | ||
| SUSAN HOEHLER | Board Member | — | ||
| BRIGITTE CARRABIN | Board President | — | ||
| CINDY FLINN | Board President | — | ||
| NICK TARLSON | Treasurer | — | ||
| HAZEL KING | Board Member | — | ||
| TORI BRANT | Board President | — | ||
| LINDA ROSSI | Secretary | — | ||
| SUSAN HOEHLER | Board Member | — | ||
| BRIGITTE CARRABIN | Board President | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 830 other orgs in CA with NTEE prefix A6.
Most-divergent component: financial score sits 32 points above the peer median (65 vs. 33).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
What's driving this score
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
What would change this score
No specific high-impact levers identified — this org's score is balanced across components.
Improving governance is a board decision. These are the levers.