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
39
Score
Governance
45
Score
Financial
30
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 | — | — | 21.7% | 39 | Financially Distressed | Recovery | |
| 2023 | — | — | 50.0% | 36 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 40.3% | 40 | Governance-Stressed | Gov Risk | |
| 2021 | — | — | 49.3% | 40 | Governance-Stressed | Recovery | |
| 2020 | — | — | 40.3% | 40 | Governance-Stressed | Recovery | |
| 2019 | — | — | 42.5% | 32 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 35.1% | 30 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 55.8% | 21 | Critical Intervention Needed | Gov Risk | |
| 2016 | — | — | 50.5% | 23 | Critical Intervention Needed | Gov Risk | |
| 2015 | — | — | 45.4% | 25 | Critical Intervention Needed | Gov Risk | |
| 2014 | — | — | 44.0% | 25 | Critical Intervention Needed | Gov Risk | |
| 2013 | — | — | 33.3% | 34 | Critical Intervention Needed | Gov Risk | |
| 2012 | — | — | 28.0% | 34 | Critical Intervention Needed | Gov Risk | |
| 2011 | — | — | — | 59 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID DUFOUR | EXECUTIVE DI | 21.7% of Rev | ||
| SHELBY COOK | VICE PRESIDE | — | ||
| AMBERLY NICHOLS | Board President | — | ||
| KATHY PETERSON | Treasurer | — | ||
| MARY JO SARTORIUS | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID DUFOUR | EXECUTIVE DI | 21.2% of Rev | ||
| DAVID DUFOUR | EXECUTIVE DI | 20.6% of Rev | ||
| BROCK BUTLER | Artistic Director | 16.6% of Rev | ||
| KAREN GADSON | OFFICE MANAG | 10.3% of Rev | ||
| KAREN GADSON | OFFICE MANAG | 8.8% of Rev | ||
| GERMAR TOWNSEND | TECHNICAL DI | 5.4% of Rev | ||
| BROCK BUTLER | Artistic Director | 2.5% of Rev | ||
| JACKIEJO BREWERS | Board Member | — | ||
| SHELBY COOK | VICE PRESIDE | — | ||
| BRENT GRABER | PAST PRESIDE | — | ||
| MATTHEW MANLEY | Board Member | — | ||
| AMBERLY NICHOLS | Board President | — | ||
| KATHY PETERSON | Treasurer | — | ||
| LEANN REAS-SULLIVAN | Secretary | — | ||
| MARY JO SARTORIUS | Board Member | — | ||
| LAURA SULLIVAN | VICE PRESIDE | — | ||
| ANTWON WILLIAMS | Board Member | — | ||
| JACKIEJO BREWERS | Board Member | — | ||
| SHELBY COOK | Board Member | — | ||
| BRENT GRABER | Board President | — | ||
| MATTHEW MANLEY | Secretary | — | ||
| AMBERLY NICHOLS | Board Member | — | ||
| KATHY PETERSON | Treasurer | — | ||
| LEANN REAS-SULLIVAN | VICE PRESIDE | — | ||
| MARY JO SARTORIUS | Board Member | — | ||
| LAURA SULLIVAN | Board Member | — | ||
| ANTWON WILLIAMS | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID DUFOUR | EXECUTIVE DI | 19.5% of Rev | ||
| GERMAR TOWNSEND | TECHNICAL DI | 18.1% of Rev | ||
| KAREN GADSON | OFFICE MANAG | 11.2% of Rev | ||
| JACKIEJO BREWERS | Board Member | — | ||
| BRENT GRABER | Board President | — | ||
| MATTHEW MANLEY | Secretary | — | ||
| AMBERLY NICHOLS | Board Member | — | ||
| KATHY PETERSON | Treasurer | — | ||
| LEANN REAS-SULLIVAN | VICE PRESIDE | — | ||
| MARY JO SARTORIUS | Board Member | — | ||
| LAURA SULLIVAN | Board Member | — |
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Score breakdown
Score breakdown
Financial resilience
30 / 100
weight 40%
Governance risk
45 / 100
weight 40%
Program scale
45 / 100
weight 20%
Overall
39 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 181 other orgs in IN with NTEE prefix A6.
Most-divergent component: financial score sits 24 points below the peer median (30 vs. 54).
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 21.7% 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.