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
41
Score
Governance
45
Score
Financial
25
Score
Program
60
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
Financial Era
Governance Era
Trajectory Era
Steady State
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 21.1% | 41 | Fragile | Gov Risk | |
| 2022 | — | — | 19.9% | 41 | Fragile | Stable Watch | |
| 2021 | — | — | 21.0% | 41 | Fragile | Gov Risk | |
| 2020 | — | — | 18.7% | 41 | Fragile | Stable Watch | |
| 2019 | — | — | 23.4% | 37 | Fragile | Recovery | |
| 2018 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 35 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ADELE PERSON-GRONING | Executive Dir. | 10.6% of Rev | ||
| RACHEL MULVIHILL | Board Member | — | ||
| RIKA MOUW | Board President | — | ||
| JUDITH KRAMER | Treasurer | — | ||
| MARY CHOUINARD | Board President | — | ||
| JEFF SZARZI | Board Member | — | ||
| BRIDGET MARYOTT | Board Member | — | ||
| THOREY MUNRO | Secretary | — | ||
| WINTER MARSHALL-ALLEN | Board Member | — | ||
| DAVID BRAME | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ASIA FREEMAN | Artistic Director | 10.5% of Rev | ||
| ADELE PERSON-GRONING | Executive Dir. | 10.2% of Rev | ||
| RACHEL MULVIHILL | Board Member | — | ||
| RIKA MOUW | Board President | — | ||
| JUDITH KRAMER | Treasurer | — | ||
| MARY CHOUINARD | Board President | — | ||
| JEFF SZARZI | Board Member | — | ||
| CHRISTINA FENNER | Board Member | — | ||
| SUSAN JOHNSON | Board Member | — | ||
| THOREY MUNRO | Secretary | — | ||
| WINTER MARSHALL-ALLEN | Board Member | — | ||
| DAVID BRAME | Board Member | — | ||
| MYESHA CALLAHAN-FREET | Board Member | — | ||
| KATIE EMERICK | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ASIA FREEMAN | Artistic Director | 10.1% of Rev | ||
| ADELE PERSON-GRONING | Executive Dir. | 9.7% of Rev | ||
| MAURA BRENIN | Board Member | — | ||
| RIKA MOUW | Board President | — | ||
| JUDITH KRAMER | Treasurer | — | ||
| ARGENT KAVASNIKOFF | Board President | — | ||
| CARLA COPE | Secretary | — | ||
| CHRISTINA FEENER | Board Member | — | ||
| SUSAN JOHNSON | Board Member | — | ||
| THOREY MUNRO | Board Member | — | ||
| DAVID PETTIBONE | Board Member | — | ||
| DAVID BRAME | Board Member | — | ||
| MYESHA CALLAHAN-FREET | Board Member | — | ||
| KATIE EMERICK | 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
25 / 100
weight 40%
Governance risk
45 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
41 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Fewer than 3 peers found in AK for this NTEE subcategory; peer comparison would not be statistically meaningful.
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 21.1% sits within the sector's healthy band (18–22%).
- Financial resilience score in the bottom quartile — reserves and liabilities ratios warrant review.
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).
- Build cash reserves to at least 3 months of operating expenses — moves financial resilience score meaningfully (~10 points).
Improving governance is a board decision. These are the levers.