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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 10.8% | 48 | Fragile | Decline Risk | |
| 2022 | — | — | 11.7% | 52 | Fragile | Stable Watch | |
| 2021 | — | — | 10.7% | 52 | Fragile | Recovery | |
| 2020 | — | — | 19.2% | 47 | Fragile | Stable Watch | |
| 2019 | — | — | 14.5% | 48 | Fragile | Recovery | |
| 2018 | — | — | 18.2% | 41 | Fragile | Stable Watch | |
| 2017 | — | — | 7.4% | 44 | Fragile | Recovery | |
| 2016 | — | — | 9.4% | 34 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 5.0% | 40 | Financially Distressed | Recovery | |
| 2014 | — | — | 12.5% | 36 | Financially Distressed | Decline Risk | |
| 2013 | — | — | 11.6% | 38 | Financially Distressed | Recovery | |
| 2012 | — | — | 15.0% | 33 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | 15.9% | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CORINNE MELON | Executive Director | 11.8% of Rev | ||
| KATHERINE GRIER | Board President | — | ||
| ERIC NELSON | Board President | — | ||
| STACEY D'ANGELO | Secretary | — | ||
| COLLEEN MCCORMACK | Secretary | — | ||
| JOE BURGER | Treasurer | — | ||
| HEATHER COYLE | Treasurer | — | ||
| LISA BISULCA | Treasurer | — | ||
| WALTER BOOTH | Board Member | — | ||
| DENISE CAMERON | Board Member | — | ||
| DALE CAMPAU | Board Member | — | ||
| MICAH CASWELL | Board Member | — | ||
| MARK DISSETTE | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SASHA HUTCHINGS | Executive Director | 13.2% of Rev | ||
| STEVE BIRCHFIELD | Board President | — | ||
| KATHERINE GRIER | Board President | — | ||
| STACEY D'ANGELO | Secretary | — | ||
| COLLEEN MCCORMACK | Secretary | — | ||
| LISA BISULCA | Treasurer | — | ||
| DENISE CAMERON | Board Member | — | ||
| DALE CAMPAU | Board Member | — | ||
| ERIC NELSON | Board Member | — | ||
| KIM PABST | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SASHA HUTCHINGS | Executive Director | 11.5% of Rev | ||
| BEN RAANAN | Artistic Director | 4.9% of Rev | ||
| REGAN LINTON | Artistic Director | 2.7% of Rev | ||
| STEVE BIRCHFIELD | Board President | — | ||
| KATHERINE GRIER | Board President | — | ||
| JORDYN CAGNEY | Secretary | — | ||
| STACEY D'ANGELO | Secretary | — | ||
| COLLEEN MCCORMACK | Secretary | — | ||
| JACK VENABLE | Treasurer | — | ||
| LISA BISULCA | Board Member | — | ||
| DENISE CAMERON | Board Member | — | ||
| DALE CAMPAU | Board Member | — | ||
| KIM PABST | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SASHA HUTCHINGS | Executive Director | 11.1% of Rev | ||
| REGAN LINTON | Artistic Director | 6.3% of Rev | ||
| STEVE BIRCHFIELD | Board President | — | ||
| DENISE CAMERON | OMBUDSMAN | — | ||
| JORDYN CAGNEY | Secretary | — | ||
| JACK VENABLE | Treasurer | — | ||
| DALE CAMPAU | Board Member | — | ||
| STACEY D'ANGELO | Board Member | — | ||
| KATHERINE GRIER | Board Member | — | ||
| MARK LASSER | Board Member | — | ||
| KIM PABST | Board Member | — | ||
| JEFFREY PARKER | Board Member | — | ||
| LINDA PLAUT | Board Member | — | ||
| STEWART TUCKER LUNDY | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 270 other orgs in CO with NTEE prefix A6.
Most-divergent component: program score sits 28 points above the peer median (60 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 10.8% sits within the sector's healthy band (18–22%).
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.