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
29
Score
Governance
42
Score
Financial
20
Score
Program
45
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 | 28.3% | 29 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 17.2% | 32 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 36.0% | 31 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 22.9% | 53 | Fragile | Recovery | |
| 2019 | — | — | — | 54 | Fragile | Recovery | |
| 2018 | — | — | — | 55 | Fragile | Recovery | |
| 2017 | — | — | — | 51 | Fragile | Decline Risk | |
| 2016 | — | — | — | 55 | Fragile | Decline Risk | |
| 2015 | — | — | — | 53 | Fragile | Stable Watch | |
| 2014 | — | — | — | 57 | Fragile | Recovery | |
| 2013 | — | — | — | 47 | Fragile | Recovery | |
| 2012 | — | — | — | 43 | Fragile | Decline Risk | |
| 2011 | — | — | — | 51 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Jack Souza | Founder | 7.4% of Rev | ||
| Laura Dickinson-Turner | Artistic Director | 7.0% of Rev | ||
| Sarah Aaronson | Executive Dir. | 2.1% of Rev | ||
| Kathleen Ennis | Founder | — | ||
| Chelsea Foy | Board Member | — | ||
| Mary Pieczarka | Board President | — | ||
| David Rockwell | Board Member | — | ||
| Kate Trompeter | Board Member | — | ||
| Alicia Wallace | Board Member | — | ||
| Paul Tremayne | Board President | — | ||
| Chris Hewitt | Treasurer | — | ||
| Scott Davis | Secretary | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Jack Souza | Artistic Director | 19.4% of Rev | ||
| Sarah Aaronson | Executive Dir. | 8.9% of Rev | ||
| Scott Davis | Board Member | — | ||
| Mary Pieczarka | Secretary | — | ||
| David Rockwell | Board Member | — | ||
| Paul Tremayne | Board President | — | ||
| Alicia Wallace | Board Member | — | ||
| Kate Trompeter | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SARAH AARONSON | Executive Dir. | 7.9% of Rev | ||
| JACK SOUZA | Artistic Director | 7.4% of Rev | ||
| PAUL TREMAYNE | Board President | — | ||
| MARY PIECZARKA | Secretary | — | ||
| Holly Roberson | Treasurer | — | ||
| KATHLEEN ENNIS | Founder | — | ||
| DENISE CROSBY | Board Member | — | ||
| SCOTT DAVIS | Board Member | — | ||
| DAVID ROCKWELL | Board Member | — | ||
| MADELINE RUNYAN | Board Member | — | ||
| ALICIA WALLACE | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JACK SOUZA | Artistic Director | 6.2% of Rev | ||
| SARAH AARONSON | Executive Dir. | 3.6% of Rev | ||
| PAUL TREMAYNE | Board President | — | ||
| MARY PIECZARKA | Secretary | — | ||
| TRACY BELL | Treasurer | — | ||
| KATHLEEN ENNIS | Founder | — | ||
| DENISE CROSBY | Board Member | — | ||
| SCOTT DAVIS | Board Member | — | ||
| DAVID ROCKWELL | Board Member | — | ||
| MADELINE RUNYAN | Board Member | — | ||
| ALICIA WALLACE | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PAUL TREMAYNE | Board President | — | ||
| DAVID ROCKWELL | Treasurer | — | ||
| MARY PIECZARKA | Secretary | — | ||
| DENISE CROSBY | Board Member | — | ||
| KATHLEEN ENNIS | Board Member | — | ||
| TRACY BELL | Board Member | — | ||
| SARAH AARONSON | Board Member | — | ||
| SCOTT DAVIS | 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
20 / 100
weight 40%
Governance risk
42 / 100
weight 40%
Program scale
45 / 100
weight 20%
Overall
29 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 829 other orgs in CA with NTEE prefix A6.
Most-divergent component: program 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 28.3% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- 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:
- Reduce top-officer compensation from 28.3% to under 22% of revenue — would move governance score by ~13 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.