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
40
Score
Governance
45
Score
Financial
45
Score
Program
30
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 | 21.6% | 40 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | — | 38 | Financially Distressed | Decline Risk | |
| 2021 | — | — | 25.9% | 35 | Governance-Stressed | Gov Risk | |
| 2020 | — | — | 21.3% | 49 | Fragile | Recovery | |
| 2019 | — | — | — | 37 | Fragile | Decline Risk | |
| 2018 | — | — | — | 47 | Fragile | Recovery | |
| 2017 | — | — | — | 47 | Fragile | Recovery | |
| 2016 | — | — | — | 39 | Financially Distressed | Recovery | |
| 2015 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 39 | Financially Distressed | Recovery | |
| 2013 | — | — | — | 37 | Financially Distressed | Decline Risk | |
| 2012 | — | — | — | 39 | Financially Distressed | Recovery | |
| 2011 | — | — | 8.7% | 36 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Kevin Klotz | Artistic Director | 21.6% of Rev | ||
| Kevin Klotz | Artistic Director | 21.3% of Rev | ||
| Charles Thornburg | Board President | — | ||
| Amy Ghanem | Vice President | — | ||
| LeslieAnne Seifert | Vice President | — | ||
| Audra Klotz | Vice President | — | ||
| Lane Coco | Vice President | — | ||
| Penny Nelson | Vice President | — | ||
| Stephen Pondell | Treasurer | — | ||
| Amanda Finnegan | Secretary | — | ||
| Charles Thornburg | Board President | — | ||
| Amy Ghanem | Vice President | — | ||
| LeslieAnne Seifert | Vice President | — | ||
| Audra Klotz | Vice President | — | ||
| Lane Coco | Vice President | — | ||
| Penny Nelson | Vice President | — | ||
| Stephen Pondell | Treasurer | — | ||
| Amanda Finnegan | Secretary | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DR KEVIN KLOTZ | Artistic Director | 18.2% of Rev | ||
| CHAD SEARCY | Board President | — | ||
| LARRY PAIN | Board President | — | ||
| APRIL DAVIS | Treasurer | — | ||
| BOB QUALLEY | Board Member | — | ||
| PENNY NELSON | Board President | — | ||
| JOHN ROGERS | Board Member | — | ||
| AMY GHANEM | Board President | — | ||
| KAREN RENNAR | Board Member | — | ||
| LANE COCO | Board President | — | ||
| AUDRA KLOTZ | VICE PRESIENT PERFORMANCE | — | ||
| CHARLES THORNBURG | Board Member | — | ||
| DALE SAMUELSON | Board Member | — | ||
| LUCINDA ORR | Board Member | — | ||
| NICOLE ELLIOTT | Board President | — | ||
| SR MARY MARGARET ROSBERG | Secretary | — | ||
| VERONICA FRANKENY | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DR KEVIN KLOTZ | Artistic Director | 19.7% of Rev | ||
| CHAD SEARCY | Board President | — | ||
| LARRY PAIN | Board President | — | ||
| NICK COURTNEY | Treasurer | — | ||
| KAREN BURGOS | Treasurer | — | ||
| BOB QUALLEY | Board Member | — | ||
| PENNY NELSON | Board President | — | ||
| JOHN ROGERS | Board Member | — | ||
| AMY GHANEM | Board President | — | ||
| KAREN RENNAR | Board Member | — | ||
| LANE COCO | Board President | — | ||
| AUDRA KLOTZ | Board President | — | ||
| CHARLES THORNBURG | Board Member | — | ||
| DALE SAMUELSON | Board Member | — | ||
| LUCINDA ORR | Board Member | — | ||
| GENE | 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
45 / 100
weight 40%
Governance risk
45 / 100
weight 40%
Program scale
30 / 100
weight 20%
Overall
40 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 132 other orgs in TX with NTEE prefix A6.
Most-divergent component: financial score sits 14 points above the peer median (45 vs. 31).
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 21.6% sits within the sector's healthy band (18–22%).
- Two consecutive years of deficit spending.
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).
- 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.