Steady State
Steady State
Market
Archetype
Mechanical
Natural
Tier
Developing
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
45
Score
Governance
45
Score
Financial
40
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 | — | — | 20.6% | 45 | Governance-Stressed | Recovery | |
| 2022 | — | — | 30.6% | 46 | Governance-Stressed | Gov Risk | |
| 2021 | — | — | 26.4% | 46 | Governance-Stressed | Recovery | |
| 2020 | — | — | 30.1% | 30 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | 22.5% | 35 | Critical Intervention Needed | Gov Risk | |
| 2018 | — | — | 16.6% | 41 | Fragile | Recovery | |
| 2017 | — | — | 10.8% | 38 | Financially Distressed | Stable Watch | |
| 2016 | — | — | 11.5% | 38 | Fragile | Recovery | |
| 2015 | — | — | 9.5% | 34 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 17.2% | 22 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 22.2% | 32 | Critical Intervention Needed | Gov Risk | |
| 2012 | — | — | 6.6% | 40 | Fragile | Recovery | |
| 2011 | — | — | 10.4% | 39 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHAEL ROSS | Artistic Director | 10.3% of Rev | ||
| LYNN HEMBEL | Executive Director | 10.3% of Rev | ||
| JENNIFER LATTIS | Board President | — | ||
| EVA MARLEY | Board President | — | ||
| MATTHEW CLAYTON | Treasurer | — | ||
| MICHELLE KRUSE | Secretary | — | ||
| TEAGUE MAWER | Board President | — | ||
| CHET AGNI | Board Member | — | ||
| DANIEL LYONS | Board Member | — | ||
| ARVINA MARTIN | Board Member | — | ||
| WENDY WEILER | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHAEL ROSS | Artistic Director | 9.0% of Rev | ||
| LYNN HEMBEL | Executive Director | 9.0% of Rev | ||
| TEAGUE MAWER | Board President | — | ||
| JENNIFER LATTIS | Board President | — | ||
| DAVID SCHMIEDICKE | Treasurer | — | ||
| DAN SINCLAIR | Secretary | — | ||
| LAURIE FELLENZ | Board President | — | ||
| MATTHEW CLAYTON | Board Member | — | ||
| DANIEL LYONS | Board Member | — | ||
| MICHELLE KRUSE | Board Member | — | ||
| KRIS RASMUSSEN | Board Member | — | ||
| ARVINA MARTIN | Board Member | — | ||
| WENDY WEILER | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHAEL ROSS | Artistic Director | 8.6% of Rev | ||
| LYNN HEMBEL | Executive Director | 7.4% of Rev | ||
| LAURIE FELLENZ | Board President | — | ||
| TEAGUE MAWER | Board President | — | ||
| DAVID SCHMIEDICKE | Treasurer | — | ||
| DAN SINCLAIR | Secretary | — | ||
| DAN LYONS | Board President | — | ||
| ELIZABETH ODDERS-WHITE | Board Member | — | ||
| BOB DINNDORF | Board Member | — | ||
| MICHELLE KRUSE | Board Member | — | ||
| JENNIFER LATTIS | Board Member | — | ||
| KRIS RASMUSSEN | Board Member | — | ||
| ARVINA MARTIN | Board Member | — | ||
| WENDY WEILER | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHAEL ROSS | Artistic Director | 9.8% of Rev | ||
| LYNN HEMBEL | Executive Director | 7.1% of Rev | ||
| LAURIE FELLENZ | Board President | — | ||
| TEAGUE MAWER | Board President | — | ||
| DAVID SCHMIEDICKE | Treasurer | — | ||
| DAN SINCLAIR | Secretary | — | ||
| DAN LYONS | Board President | — | ||
| ELIZABETH ODDERS-WHITE | Board Member | — | ||
| BOB DINNDORF | Board Member | — | ||
| MICHELLE KRUSE | Board Member | — | ||
| JENNIFER LATTIS | Board Member | — | ||
| KRIS RASMUSSEN | Board Member | — | ||
| ARVINA MARTIN | Board Member | — | ||
| WENDY WEILER | 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
60 / 100
weight 20%
Overall
45 / 100
Developing
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 183 other orgs in WI with NTEE prefix A6.
Most-divergent component: program score sits 32 points above the peer median (60 vs. 28).
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 20.6% sits within the sector's healthy band (18–22%).
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).
Improving governance is a board decision. These are the levers.