Steady State
Steady State
Market
Archetype
Mechanical
Natural
Tier
Stable
Trajectory Thumbprint
Steady State
"Delivers amateur live theater to the Ankeny Community, engaging a large volunteer base and occasionally premiering new works, while fostering community participation."
— Statement of Program Service Accomplishments
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
Demonstrated Impact
- 2140 tickets sold
- over 135 volunteers
- 3600 volunteer hours
- produced 1 World Premiere
Institutional Health Scores
5-yr trend: Steady State ↑
Overall
60
Score
Governance
50
Score
Financial
90
Score
Program
15
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 | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | — | 60 | Fragile | Recovery | |
| 2022 | — | — | — | 51 | Fragile | Recovery | |
| 2021 | — | — | — | 48 | Fragile | Decline Risk | |
| 2020 | — | — | — | 56 | Fragile | Recovery | |
| 2019 | — | — | — | 46 | Fragile | Recovery | |
| 2018 | — | — | — | 37 | Fragile | Recovery | |
| 2017 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 39 | Fragile | Recovery | |
| 2014 | — | — | — | 33 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 33 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 33 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 33 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ABBY MARTIN | Board Member | — | ||
| JANET TUTTLE | Secretary | — | ||
| AMY MCGREW | Board Member | — | ||
| GREG ROMANS | Board Member | — | ||
| JULIA SPERA | Board Member | — | ||
| DAN CHASE | Board Member | — | ||
| ANNA SUNSTROM | Board President | — | ||
| ALI KIRWEN | Board Member | — | ||
| ABBY MARTIN | Board Member | — | ||
| JANET TUTTLE | Secretary | — | ||
| AMY MCGREW | Board Member | — | ||
| GREG ROMANS | Board President | — | ||
| JULIA SPERA | Board Member | — | ||
| DAN CHASE | Board Member | — | ||
| ANNA SUNSTROM | Board President | — | ||
| ALI KIRWEN | Board President | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHERYL CLARK | CoPresident | — | ||
| ALI KIRWEN | CoPresident | — | ||
| JOE KIRWEN | Treasurer | — | ||
| JANET TUTTLE | Secretary | — | ||
| STACIE BENDIXEN | Board Member | — | ||
| BRAD CHURCH | Board Member | — | ||
| LISA GOULD | Board Member | — | ||
| SCOTT HAMILTON | Board Member | — | ||
| DEVYN HENSON | Board Member | — | ||
| JIM LEEPER | Board Member | — | ||
| LAUREN MILLS | Board Member | — | ||
| ANNA SUNSTROM | Board Member | — | ||
| MAIA TALARICO | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHERYL CLARK | CoPresident | — | ||
| ALI KIRWEN | CoPresident | — | ||
| JOE KIRWEN | Treasurer | — | ||
| JANET TUTTLE | Secretary | — | ||
| STACIE BENDIXEN | Board Member | — | ||
| BRAD CHURCH | Board Member | — | ||
| LISA GOULD | Board Member | — | ||
| SCOTT HAMILTON | Board Member | — | ||
| DEVYN HENSON | Board Member | — | ||
| JIM LEEPER | Board Member | — | ||
| LAUREN MILLS | Board Member | — | ||
| ANNA SUNSTROM | Board Member | — | ||
| MAIA TALARICO | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SUSAN CASBER | Board President | — | ||
| CHERYL CLARK | Board President | — | ||
| JOE KIRWEN | Treasurer | — | ||
| MATT TUTTLE | Secretary | — | ||
| JOHN CLASE | Board Member | — | ||
| JAMES MACHAMER | Board President | — | ||
| BRAD CHURCH | Board Member | — | ||
| TAMRA MULLEN | Board Member | — | ||
| ALLYSON MARTENS | Board Member | — | ||
| ROBERT UY | Board Member | — | ||
| TAMMY SPOSETO | Board Member | — | ||
| WHITNEY WELP | 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
90 / 100
weight 40%
Governance risk
50 / 100
weight 40%
Program scale
15 / 100
weight 20%
Overall
60 / 100
Stable
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Fewer than 3 peers found in IA for this NTEE subcategory; peer comparison would not be statistically meaningful.
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
What's driving this score
- Two consecutive years of deficit spending.
What would change this score
The two changes that would most improve this score:
- Stabilize program expenses or grow earned-income revenue to break the consecutive-deficit pattern (~8 points to financial score).
Improving governance is a board decision. These are the levers.