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 | — | — | — | 47 | Fragile | Stable Watch | |
| 2023 | — | — | — | 43 | Fragile | Recovery | |
| 2022 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 41 | Fragile | Recovery | |
| 2020 | — | — | — | 39 | Fragile | Stable Watch | |
| 2019 | — | — | — | 39 | Fragile | Decline Risk | |
| 2018 | — | — | — | 47 | Fragile | Recovery | |
| 2017 | — | — | — | 47 | Fragile | Decline Risk | |
| 2016 | — | — | — | 47 | Fragile | Recovery | |
| 2015 | — | — | — | 43 | Fragile | Recovery | |
| 2014 | — | — | — | 43 | Fragile | Decline Risk | |
| 2013 | — | — | — | 47 | Fragile | Recovery | |
| 2012 | — | — | — | 41 | Fragile | Stable Watch | |
| 2011 | — | — | — | 41 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DANIELA SIKORA | Artistic Director | Hidden | ||
| DIANE PURVIS | Board President | — | ||
| PEG SHEAHAN | Board President | — | ||
| GRETCHEN KENNEDY | Secretary | — | ||
| LAURIE BRADBURY | Treasurer | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DANIELA SIKORA | Artistic Director | Hidden | ||
| DIANE PURVIS | Board President | — | ||
| JENNIFER CHRISTENSEN | Board President | — | ||
| AMY HANCOCK | Secretary | — | ||
| LAURIE BRADBURY | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DANIELA SIKORA | Artistic Director | Hidden | ||
| AMY DAY | Board President | — | ||
| JENNIFER CHRISTENSEN | Board President | — | ||
| AMY HANCOCK | Secretary | — | ||
| LAURIE BRADBURY | Treasurer | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 184 other orgs in CT with NTEE prefix A6.
Most-divergent component: governance score sits 10 points below the peer median (50 vs. 60).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
What's driving this score
- Two consecutive years of deficit spending.
What would change this score
The two changes that would most improve this score:
- Stabilize program expenses or grow earned-income revenue to break the consecutive-deficit pattern (~8 points to financial score).
Improving governance is a board decision. These are the levers.