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 | 17.4% | 37 | Fragile | Recovery | |
| 2023 | Hidden | Hidden | 20.3% | 33 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 19.9% | 33 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 16.9% | 43 | Fragile | Recovery | |
| 2020 | — | — | 18.2% | 37 | Fragile | Recovery | |
| 2019 | — | — | 17.6% | 33 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | 18.6% | 33 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | 19.2% | 33 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | 17.8% | 33 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 20.0% | 33 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 19.9% | 33 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 20.9% | 29 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 22.3% | 33 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | 25.6% | 24 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BARBARA BROOKS | Artistic Director | 17.4% of Rev | ||
| MARK APPELBAUM | Board Member | — | ||
| RENAE GOLDMAN | Secretary | — | ||
| GAIL BENDER SATZ | Board Member | — | ||
| VICTORIA DEL CAMPO | Board Member | — | ||
| ELLERY JULY | Treasurer | — | ||
| ALEX TSELOS | Board President | — | ||
| ELLEN SAMPSON | Board Member | — | ||
| AMY NEWMAN | Board President | — | ||
| SUSAN ROBINER | Board Member | — | ||
| TAMMY MAKRAM | Board Member | — | ||
| SETH MEISLER | Board Member | — | ||
| TJ PIERRET | Board Member | — | ||
| ANDREW AOKI | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 174 other orgs in MN with NTEE prefix A6.
Most-divergent component: program score sits 13 points above the peer median (45 vs. 32).
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 17.4% 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.