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
48
Score
Governance
42
Score
Financial
50
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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 34.6% | 48 | Governance-Stressed | Gov Risk | |
| 2022 | — | — | 35.4% | 44 | Governance-Stressed | Gov Risk | |
| 2021 | — | — | 32.2% | 44 | Governance-Stressed | Recovery | |
| 2020 | — | — | 37.0% | 40 | Governance-Stressed | Recovery | |
| 2019 | — | — | 33.2% | 36 | Critical Intervention Needed | Gov Risk | |
| 2018 | — | — | 33.3% | 40 | Governance-Stressed | Recovery | |
| 2017 | — | — | 21.0% | 37 | Financially Distressed | Recovery | |
| 2016 | — | — | 29.2% | 40 | Governance-Stressed | Recovery | |
| 2015 | — | — | 22.1% | 35 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 27.8% | 36 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 20.7% | 37 | Financially Distressed | Decline Risk | |
| 2012 | — | — | 27.1% | 42 | Governance-Stressed | Recovery | |
| 2011 | — | — | 22.5% | 43 | Fragile | Gov Risk |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KAI SIMONE | Board Member | 13.3% of Rev | ||
| RICHARD HYNSON | Board Member | 9.3% of Rev | ||
| JONATHAN LAABS | Artistic Director | 8.1% of Rev | ||
| THEODORE PERLICK MOLINARI | Executive Director | — | ||
| MARCIA SCHWAGER | Secretary | — | ||
| THAYER FISHER | Treasurer | — | ||
| STEPHEN RAGATZ | CHORUS REPRESENTATIVE | — | ||
| ZACH WILLENBRINK | Board Member | — | ||
| SARAH PAUL | Board Member | — | ||
| ELLEN FULTON | Board Member | — | ||
| ANTONINA JOHNSTON | Board Member | — | ||
| JACOB WOLTER | Board Member | — | ||
| MICHELLE KLOTZ | Board Member | — | ||
| MEREDITH MARINE | Board Member | — | ||
| TOM THIELE | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| RICHARD HYNSON | Board Member | 13.5% of Rev | ||
| KATE SCHMITT | Board Member | 12.0% of Rev | ||
| KATIE KAMINSKY | Board President | — | ||
| SALLY HOYT | Board President | — | ||
| MARLA POYTINGER | Board President | — | ||
| MARCIA SCHWAGER | Secretary | — | ||
| JIM HYLAND | Treasurer | — | ||
| STEPHEN RAGATZ | CHORUS REPRESENTATIVE | — | ||
| ERIN STAMPFL | Board Member | — | ||
| SARAH SCHWAB | Board Member | — | ||
| MARQ TRUSCOTT | Board Member | — | ||
| ZACH WILLENBRINK | Board Member | — | ||
| THEODORE PERLICK MOLINARI | Board Member | — | ||
| SIBYL MCCARLEY | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| RICHARD HYNSON | Board Member | 13.0% of Rev | ||
| KATE SCHMITT | Board Member | 11.6% of Rev | ||
| SALLY HOYT | Board President | — | ||
| JIM HYLAND | Treasurer | — | ||
| MARCIA SCHWAGER | Secretary | — | ||
| JAN BECKER | CHORUS REPRESENTATIVE | — | ||
| SIBYL MCCARLEY | Board Member | — | ||
| ERIN STAMPFL | Board Member | — | ||
| KATIE KAMINSKY | Board Member | — | ||
| SARAH SCHWAB | Board Member | — | ||
| MARQ TRUSCOTT | Board Member | — | ||
| ZACH WILLENBRINK | Board Member | — | ||
| MARLA POYTINGER | Board Member | — | ||
| STEPHEN RAGATZ | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| RICHARD HYNSON | Board Member | 12.4% of Rev | ||
| KATE SCHMITT | Board Member | 11.0% of Rev | ||
| SALLY HOYT | Board President | — | ||
| JIM HYLAND | Treasurer | — | ||
| BILL GARDNER | Secretary | — | ||
| JAN BECKER | CHORUS REPRESENTATIVE | — | ||
| MARCIA SCHWAGER | Board Member | — | ||
| ERIN STAMPFL | Board Member | — | ||
| KATIE KAMINSKY | Board Member | — | ||
| ZACH WILLENBRINK | Board Member | — | ||
| MARLA POYTINGER | Board Member | — | ||
| STEPHEN RAGATZ | 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
50 / 100
weight 40%
Governance risk
42 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
48 / 100
Developing
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 104 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 34.6% is above the 90th percentile for orgs of this size (healthy band: 18–22%).
What would change this score
The two changes that would most improve this score:
- Reduce top-officer compensation from 34.6% to under 22% of revenue — would move governance score by ~25 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.