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 | 24.3% | 39 | Financially Distressed | Decline Risk | |
| 2023 | — | — | — | 45 | Fragile | Gov Risk | |
| 2022 | — | — | 30.9% | 38 | Governance-Stressed | Gov Risk | |
| 2021 | — | — | 40.0% | 48 | Governance-Stressed | Recovery | |
| 2020 | — | — | 29.3% | 44 | Governance-Stressed | Gov Risk | |
| 2019 | — | — | — | 47 | Fragile | Recovery | |
| 2018 | — | — | — | 43 | Fragile | Decline Risk | |
| 2017 | — | — | — | 47 | Fragile | Recovery | |
| 2016 | — | — | — | 39 | Financially Distressed | Decline Risk | |
| 2015 | — | — | — | 47 | Fragile | Recovery | |
| 2014 | — | — | — | 39 | Financially Distressed | Recovery | |
| 2013 | — | — | — | 37 | Financially Distressed | Recovery | |
| 2012 | — | — | — | 33 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARY ANN FRITZ | Secretary | 11.3% of Rev | ||
| JANET WEISBROOK | Artistic Director | 7.1% of Rev | ||
| DEBBIE MATHEWS | Board Member | 5.3% of Rev | ||
| ANNA MUMMERT | Board Member | 0.6% of Rev | ||
| KATHY SCHWAB | Board President | — | ||
| DAN HOLROYD | Treasurer | — | ||
| MELISSA RUMPKE | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARY ANN FRITZ | Secretary | 11.5% of Rev | ||
| VINCE MINGILS | Artistic Director | 6.9% of Rev | ||
| DEBBIE MATHEWS | Board Member | 5.5% of Rev | ||
| LINDSEY REYNOLDS | VICE PREIDENT | — | ||
| DAN HOLROYD | Treasurer | — | ||
| ANNA MUMMERT | Board Member | — | ||
| KAJSA HULTGREN | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARY ANN FRITZ | Executive Director | 10.5% of Rev | ||
| MARY ANN FRITZ | Secretary | 9.3% of Rev | ||
| VINCE MINGILS | Board President | 7.1% of Rev | ||
| VINCENT MINGILS | Board President | 6.5% of Rev | ||
| DEBBIE MATHEWS | Board Member | 5.3% of Rev | ||
| DEBBIE MATHEWS | Board Member | 4.9% of Rev | ||
| SEAN AMBROSE | Treasurer | — | ||
| ALICIA SMITH | Board President | — | ||
| LYNDSAY REYNOLDS | Board Member | — | ||
| LEAH HOWARD | Board Member | — | ||
| ALICIA SMITH | VICE PREIDENT | — | ||
| DAN HOLROYD | Treasurer | — | ||
| LINDSEY REYNOLDS | Board Member | — | ||
| LEAH TIPPETS-HOWARD | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 15 other orgs in WY with NTEE prefix A6.
Most-divergent component: governance score sits 4 points below the peer median (45 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
- Comp-to-revenue ratio of 24.3% is modestly above the sector's healthy band (18–22%) — worth monitoring.
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).
- Reduce top-officer compensation from 24.3% to under 22% of revenue — would move governance score by ~5 points.
Improving governance is a board decision. These are the levers.