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 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 8.1% | 50 | Fragile | Stable Watch | |
| 2022 | — | — | 7.7% | 54 | Fragile | Recovery | |
| 2021 | — | — | 8.9% | 49 | Fragile | Recovery | |
| 2020 | — | — | 15.0% | 47 | Fragile | Gov Risk | |
| 2019 | — | — | 7.5% | 50 | Fragile | Stable Watch | |
| 2018 | — | — | 9.2% | 50 | Fragile | Recovery | |
| 2017 | — | — | 3.1% | 51 | Fragile | Recovery | |
| 2016 | — | — | 10.2% | 35 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 6.1% | 40 | Fragile | Recovery | |
| 2013 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 35 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GLORIA TUOHY | Artistic Director | 6.7% of Rev | ||
| GLORIA TUOHY | Artistic Director | 3.2% of Rev | ||
| GEORGIA FALKENBERG | Board President | — | ||
| BRIANNA KALEEL | Board President | — | ||
| MICHELE KOVAC | Treasurer | — | ||
| SCOTT CRUMRINE | Board Member | — | ||
| EDDA TAYLOR | Board Member | — | ||
| JACLYN BEISSEL-VILLARREAL | Secretary | — | ||
| KARYN PRICE | Board Member | — | ||
| FAYE SEPKE | Board Member | — | ||
| SCOTT CRUMINE | Board Member | — | ||
| EDDA TAYLOR | Board Member | — | ||
| JACLYN BEISSEL-VILLARREAL | Secretary | — | ||
| MICHELE KOVAC | Treasurer | — | ||
| GEORGIA FALKENBERG | Board President | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GLORIA TUOHY | Artistic Director | 8.7% of Rev | ||
| JACKIE PRIMOS | Board President | — | ||
| VERNON BECK | Board President | — | ||
| FAYE SEPKE | Treasurer | — | ||
| SCOTT CRUMRINE | Board Member | — | ||
| EDDA TAYLOR | Board Member | — | ||
| JACLYN BEISSEL | Board Member | — | ||
| JESSIE JOHNSON | Board Member | — | ||
| TONI KOSARIS | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GLORIA TUOHY | Artistic Director | 8.3% of Rev | ||
| VERNON BECK | Board Member | — | ||
| SCOTT CRUMRINE | Board Member | — | ||
| EMILY PANCHERI | Board Member | — | ||
| JAMES PELLEGRINI | Secretary | — | ||
| FAYE SEPKE | Treasurer | — | ||
| BARBARA YOUNG | Board President | — | ||
| EDDA TAYLOR | Board Member | — | ||
| PAUL STEFFECK | Board Member | — | ||
| GINGER STOUT | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GLORIA TUOHY | Artistic Director | 10.3% of Rev | ||
| VERNON BECK | Board Member | — | ||
| SCOTT CRUMRINE | Board Member | — | ||
| EMILY PANCHERI | Board Member | — | ||
| JAMES PELLEGRINI | Secretary | — | ||
| FAYE SEPKE | Treasurer | — | ||
| BARBARA YOUNG | Board President | — | ||
| EDDA TAYLOR | Board Member | — | ||
| PAUL STEFFECK | Board Member | — | ||
| GINGER STOUT | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 120 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 8.1% sits within the sector's healthy band (18–22%).
What would change this score
No specific high-impact levers identified — this org's score is balanced across components.
Improving governance is a board decision. These are the levers.