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
33
Score
Governance
42
Score
Financial
40
Score
Program
15
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
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 | — | — | 64.4% | 33 | Critical Intervention Needed | Decline Risk | |
| 2023 | — | — | — | 37 | Financially Distressed | Recovery | |
| 2022 | — | — | 70.6% | 34 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 41 | Fragile | Decline Risk | |
| 2020 | — | — | — | 40 | Financially Distressed | Decline Risk | |
| 2019 | — | — | — | 18 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 48.2% | 32 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 43 | Fragile | Recovery | |
| 2016 | — | — | 11.3% | 21 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 27 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 51.3% | 20 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 52.6% | 16 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 47 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| John Hubert | Artistic Director | 33.9% of Rev | ||
| Lisa Greim | Manager | 16.3% of Rev | ||
| Chappell Kingsland | Accompanist | 10.2% of Rev | ||
| Richard and Diana Krueger | Music Librarians | 2.0% of Rev | ||
| Accountant | 1.7% of Rev | |||
| Jessie Whitcher | Accountant | 0.3% of Rev | ||
| Sharon Messbarger | Board President | — | ||
| None | Board President | — | ||
| Kesia Catuccio | Secretary | — | ||
| Deb Morrow | Treasurer | — | ||
| Joyce Dominguez | Board Member | — | ||
| Chris Varner | Board Member | — | ||
| Peter Munson | Board Member | — | ||
| Craig Biesterfeld | Board Member | — | ||
| Thalassa Martinez | Board Member | — | ||
| Sarah Rutherford | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Marla Wasson | Artistic Director | 26.6% of Rev | ||
| Deborah Morrow | General Manager | 16.3% of Rev | ||
| Chappell Kingsland | Accompanist | 10.2% of Rev | ||
| Richard and Diana Krueger | Music Librarians | 2.0% of Rev | ||
| Kara Sakulich | Board President | — | ||
| Laura Brassie | Vice President | — | ||
| Chris Varner | Treasurer | — | ||
| Sharon Messbarger | Board Member | — | ||
| JC Maheu | Board Member | — | ||
| Sue Lindsay | Board Member | — | ||
| Michele Roads | Board Member | — | ||
| Natalie Garza Morrow | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Marla Wasson | Artistic Director | 20.3% of Rev | ||
| Marla Wasson | Artistic Director | 20.3% of Rev | ||
| Deborah Morrow | General Manager | 16.3% of Rev | ||
| Chappell Kingsland | Accompanist | 9.7% of Rev | ||
| Gene Sobczak | Executive Director | 8.8% of Rev | ||
| Chappell Kingsland | Accompanist | 8.3% of Rev | ||
| Deb Morrow | Executive Director | 8.1% of Rev | ||
| Wesley Leffinwell | Accompanist | 1.8% of Rev | ||
| Lisa Griem | Board President | — | ||
| Stephanie Lanoue | Board President | — | ||
| Susie Battler | Secretary | — | ||
| Clinton Bodine | Treasurer | — | ||
| Jennifer Sujansky | Board Member | — | ||
| JC Maheu | Board Member | — | ||
| Stephanie Lanoue | Board President | — | ||
| Susie Battler | Board President | — | ||
| Theresa Scholtz | Secretary | — | ||
| Clint Bodine | Treasurer | — | ||
| Linnette Mancuso | Board President | — | ||
| Mary ONeill | Board Member | — | ||
| Susie Battler | Board President | — | ||
| Jennifer Sujansky | Board Member | — | ||
| Theresa Scholz | Secretary | — | ||
| Kara Sakulich | Board Member | — | ||
| Kay McCarthy | Treasurer | — | ||
| John Christian Mahheu | Board Member | — | ||
| Mary ONeill | Board Member | — | ||
| Jennifer Sujansky | Board Member | — | ||
| Kara Sakulich | Board Member | — | ||
| John Christian Mahheu | Board Member | — | ||
| Deborah Morrow | General Manager | — | ||
| Marla Wasson | Artistic Director | — | ||
| Chappell Kingsland | Accompanist | — | ||
| Natalie Morrow | 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
40 / 100
weight 40%
Governance risk
42 / 100
weight 40%
Program scale
15 / 100
weight 20%
Overall
33 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 182 other orgs in CO with NTEE prefix A6.
Most-divergent component: program score sits 17 points below the peer median (15 vs. 32).
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 64.4% is well above the sector's 90th percentile (healthy band: 18–22%).
What would change this score
The two changes that would most improve this score:
- Reduce top-officer compensation from 64.4% to under 22% of revenue — would move governance score by ~40 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.