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
37
Score
Governance
42
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 | — | — | 39.3% | 37 | Governance-Stressed | Recovery | |
| 2023 | — | — | 40.6% | 31 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 42.3% | 25 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 45.8% | 35 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 42.5% | 27 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | 33.5% | 31 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 14.8% | 31 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 32.8% | 31 | Critical Intervention Needed | Gov Risk | |
| 2016 | — | — | 13.4% | 39 | Fragile | Stable Watch | |
| 2015 | — | — | 13.2% | 39 | Fragile | Decline Risk | |
| 2014 | — | — | — | 47 | Financially Distressed | Decline Risk | |
| 2013 | — | — | — | 51 | Fragile | Recovery | |
| 2012 | — | — | — | 47 | Financially Distressed | Stable Watch | |
| 2011 | — | — | — | 47 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Adam Bodony | Artistic Director | 20.0% of Rev | ||
| Cara Pittenger | Executive Director | 19.3% of Rev | ||
| Paul Helft | Board Member | — | ||
| Ben Kitterman | Board Member | — | ||
| Clint Meeks | Treasurer | — | ||
| David Wilcox | Board Member | — | ||
| Katelyn Leveque | Board President | — | ||
| Robert Goodlett | Board Member | — | ||
| Bethany Swain Stone | Board Member | — | ||
| Brian Snell | Board Member | — | ||
| Ronald Gilbert | Board President | — | ||
| Ellen Cannady | Secretary | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Adam Bodony | Artistic Director | 20.0% of Rev | ||
| Janette Brown | Executive Director | 16.9% of Rev | ||
| Cara Pittenger | Executive Director | 2.4% of Rev | ||
| Paul Helft | Board President | — | ||
| Ben Kitterman | Board President | — | ||
| Connie Campbell | Treasurer | — | ||
| David Wilcox | Board Member | — | ||
| Katelyn Leveque | Secretary | — | ||
| Robert Goodlett | Board Member | — | ||
| Bethany Swain Stone | Board Member | — | ||
| Leonid Sirotkin | Board Member | — | ||
| Ronald Gilbert | Board Member | — | ||
| Tim Hogan | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Adam Bodony | Artistic Director | 19.8% of Rev | ||
| Janette Brown | Executive Director | 17.2% of Rev | ||
| Adam Bodony | Artistic Director | 15.9% of Rev | ||
| Janette Brown | Executive Director | 15.1% of Rev | ||
| Paul Helft | Board President | — | ||
| Ben Kitterman | Board President | — | ||
| Connie Campbell | Treasurer | — | ||
| Tara Ascioti | Secretary | — | ||
| David Wilcox | Board Member | — | ||
| Paul Helft | Board President | — | ||
| Brenda Clark | Board Member | — | ||
| Ben Kitterman | Board President | — | ||
| Robert Goodlett | Board Member | — | ||
| Connie Campbell | Treasurer | — | ||
| Chuck Kocal | Board Member | — | ||
| Tara Ascioti | Secretary | — | ||
| Susan Lutterbach-Nester | Board Member | — | ||
| Leonid Sirotkin | Board Member | — | ||
| Ronald Gilbert | Board Member | — | ||
| David Wilcox | Board Member | — | ||
| Tim Hogan | Board Member | — | ||
| Brenda Clark | Board Member | — | ||
| Robert Goodlett | Board Member | — | ||
| Chuck Kocal | Board Member | — | ||
| Susan Lutterbach-Nester | Board Member | — | ||
| Leonid Sirotkin | Board Member | — | ||
| Ronald Gilbert | Board Member | — | ||
| Tim Hogan | 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
42 / 100
weight 40%
Program scale
45 / 100
weight 20%
Overall
37 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 121 other orgs in IN with NTEE prefix A6.
Most-divergent component: program score sits 12 points above the peer median (45 vs. 33).
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 39.3% is above the 90th percentile for orgs of this size (healthy band: 18–22%).
- Two consecutive years of deficit spending.
What would change this score
The two changes that would most improve this score:
- Reduce top-officer compensation from 39.3% to under 22% of revenue — would move governance score by ~35 points.
- 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.