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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 23.6% | 40 | Governance-Stressed | Recovery | |
| 2022 | — | — | — | 41 | Fragile | Decline Risk | |
| 2021 | — | — | — | 41 | Fragile | Decline Risk | |
| 2020 | — | — | — | 52 | Fragile | Recovery | |
| 2019 | — | — | — | 40 | Fragile | Recovery | |
| 2018 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 45 | Fragile | Recovery | |
| 2015 | — | — | — | 25 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 35 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Kathleen Pearson | Secretary | 12.2% of Rev | ||
| Martile Rowland | Board Member | 6.8% of Rev | ||
| Steven LaCosse | Board Member | 4.6% of Rev | ||
| Barry O'Mahony | Board President | — | ||
| Stephen Locke | Board President | — | ||
| Chris Lilley | Treasurer | — | ||
| Victoria Hansen | Board Member | — | ||
| Sandra Damron | Board Member | — | ||
| Nicole Cherecwich | Board Member | — | ||
| Nicole de Naray | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Kathleen Fox Collins | Board President | — | ||
| Lee Henry | Treasurer | — | ||
| Jennifer Dedominici | Board Member | — | ||
| Nasit Ari | Board Member | — | ||
| Solveig Olsen | Board President | — | ||
| Susanne Wheeler | Secretary | — | ||
| Jen Lennon | Board Member | — | ||
| Dr Susan Rae Jensen | Board President | — | ||
| Joyce Vogel | Board Member | — | ||
| David Villafuerte | Board Member | — | ||
| Martile Rowland | Artistic Director | — | ||
| Claire Anderson | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Kathleen Fox Collins | Board President | — | ||
| Sally Hybl | Secretary | — | ||
| Jennifer Dedominici | Board Member | — | ||
| Nasit Ari | Treasurer | — | ||
| Solveig Olsen | Board Member | — | ||
| Susanne Wheeler | Board Member | — | ||
| Jen Lennon | Board Member | — | ||
| Dr Susan Rae Jensen | Board Member | — | ||
| Joyce Vogel | Board Member | — | ||
| David Villafuerte | Board Member | — | ||
| Martile Rowland | Artistic Director | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 182 other orgs in CO with NTEE prefix A6.
Most-divergent component: financial score sits 19 points above the peer median (55 vs. 36).
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 23.6% is modestly above the sector's healthy band (18–22%) — worth monitoring.
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).
- Reduce top-officer compensation from 23.6% to under 22% of revenue — would move governance score by ~5 points.
Improving governance is a board decision. These are the levers.