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
43
Score
Governance
45
Score
Financial
40
Score
Program
45
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
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 | — | — | 22.2% | 43 | Fragile | Gov Risk | |
| 2023 | — | — | 23.2% | 47 | Fragile | Recovery | |
| 2022 | — | — | 40.5% | 40 | Governance-Stressed | Gov Risk | |
| 2021 | — | — | 41.8% | 40 | Governance-Stressed | Recovery | |
| 2020 | — | — | 29.1% | 36 | Fragile | Recovery | |
| 2019 | — | — | 27.1% | 32 | Critical Intervention Needed | Gov Risk | |
| 2018 | — | — | 29.4% | 32 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 32.5% | 26 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 33.0% | 28 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 47 | Fragile | Recovery | |
| 2014 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 39 | Financially Distressed | Decline Risk | |
| 2012 | — | — | — | 41 | Financially Distressed | Recovery | |
| 2011 | — | — | — | 35 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ERIN RENFROE | Executive Director | 12.9% of Rev | ||
| BRYAN BAKER | Artistic Director | 9.3% of Rev | ||
| DAVID HOOPER | Board President | — | ||
| ERIC HANSON | Treasurer | — | ||
| FREDERIC SANDSMARK | Secretary | — | ||
| DAVID BARMAN | Board Member | — | ||
| KATHERINE BARTHOLOMEW | Board Member | — | ||
| DOUGLAS DAVIDSON | Board Member | — | ||
| KRISTA HANSON | Board Member | — | ||
| JAMES HAWLEY | Board Member | — | ||
| JESSIE SIMPSON LA GOY | Board Member | — | ||
| MEG McGINTY | Board Member | — | ||
| POLLY MOORE | Board Member | — | ||
| CATHARINE RIGGS | Board Member | — | ||
| PETER THIELEN | Board Member | — | ||
| BENJAMIN WU | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ERIN RENFROE | Executive Director | 11.6% of Rev | ||
| ERIN RENFROE | Executive Director | 10.7% of Rev | ||
| BRYAN BAKER | Artistic Director | 8.9% of Rev | ||
| BRYAN BAKER | Artistic Director | 8.4% of Rev | ||
| CATHARINE RIGGS | Board President | — | ||
| KATHERINE BARTHOLOMEW | Board President | — | ||
| BECKY BURAD | Treasurer | — | ||
| DIANE FITZGIBBON | Secretary | — | ||
| LOUISA GILLETE | Board Member | — | ||
| DOUGLAS DAVIDSON | Board Member | — | ||
| DAVID BARMAN | Board Member | — | ||
| LORY KITAMURA-TINTOR | Board Member | — | ||
| KRISTA HANSON | Board Member | — | ||
| ED FIRESTONE | Board Member | — | ||
| CATHARINE RIGGS | Board President | — | ||
| KATHERINE BARTHOLOMEW | Board President | — | ||
| BECKY BURAD | Treasurer | — | ||
| DIANE FITZGIBBON | Secretary | — | ||
| LOUISA GILLETE | Board Member | — | ||
| DOUGLAS DAVIDSON | Board Member | — | ||
| DAVID BARMAN | Board Member | — | ||
| LORY KITAMURA-TINTOR | Board Member | — | ||
| KRISTA HANSON | Board Member | — | ||
| ED FIRESTONE | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ERIN RENFROE | Executive Director | 9.3% of Rev | ||
| ERIN RENFROE | Executive Director | 7.5% of Rev | ||
| BRYAN BAKER | Artistic Director | 7.3% of Rev | ||
| BRYAN BAKER | Artistic Director | 7.3% of Rev | ||
| CATHARINE RIGGS | Board President | — | ||
| KATHERINE BARTHOLOMEW | Board President | — | ||
| BECKY BURAD | Treasurer | — | ||
| DIANE FITZGIBBON | Secretary | — | ||
| LOUISA GILLETE | Board Member | — | ||
| DOUGLAS DAVIDSON | Board Member | — | ||
| DAVID BARMAN | Board Member | — | ||
| LORY KITAMURA-TINTOR | Board Member | — | ||
| KRISTA HANSON | Board Member | — | ||
| ED FIRESTONE | Board Member | — | ||
| SEAN MCQUAY | Board President | — | ||
| ED FIRESTONE | Board President | — | ||
| BECKY BURAD | Treasurer | — | ||
| LORY KITAMURA-TINTOR | Secretary | — | ||
| LYNNE REUBER | Board Member | — | ||
| LOUISA GILLETE | Board Member | — | ||
| KATHERINE BARTHOLOMEW | Board Member | — | ||
| DAVID BARMAN | Board Member | — | ||
| KATHRYN YOH | Board Member | — | ||
| KRISTA HANSON | Board Member | — | ||
| CAROLYN SEEN | 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
45 / 100
weight 40%
Program scale
45 / 100
weight 20%
Overall
43 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 829 other orgs in CA with NTEE prefix A6.
Most-divergent component: program score sits 14 points above the peer median (45 vs. 31).
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 22.2% 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 22.2% to under 22% of revenue — would move governance score by ~5 points.
Improving governance is a board decision. These are the levers.