Steady State
"Provides a forum for youth to develop confidence, self-esteem, character, and life skills through participation in performing arts workshops and community performances."
— 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.
Demonstrated Impact
- Over 1,000 people involved in workshops
- Approximately 1,500 people involved in Troupe performances
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 | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | — | 34 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 52 | Fragile | Recovery | |
| 2020 | — | — | — | 46 | Financially Distressed | Recovery | |
| 2019 | — | — | 13.6% | 31 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | — | 57 | Fragile | Recovery | |
| 2017 | — | — | — | 51 | Fragile | Recovery | |
| 2016 | — | — | — | 47 | Financially Distressed | Decline Risk | |
| 2015 | — | — | — | 51 | Fragile | Recovery | |
| 2014 | — | — | — | 47 | Fragile | Decline Risk | |
| 2013 | — | — | — | 51 | Fragile | Recovery | |
| 2012 | — | — | — | 47 | Fragile | Decline Risk | |
| 2011 | — | — | — | 55 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JUSTIN CURTIS | Board Member | — | ||
| JEFF KOSKI | Board Member | — | ||
| JULIE KRAUSE | Board Member | — | ||
| ELLIE LAGERGEN | Board Member | — | ||
| CHRISSY PATE | Board Member | — | ||
| KATHLEEN RICHARDS | Board Member | — | ||
| ADRIENNE WURSTER | Board Member | — | ||
| JACKIE ZEBELL | Board Member | — | ||
| RACHEL BUTLER | Secretary | — | ||
| DAN CORTES | Treasurer | — | ||
| LISA OLSON | Board President | — | ||
| BILLIE SCHOMER | VICE PRESIDE | — | ||
| Justin Curtis | Board Member | — | ||
| Addie Wurster | Board Member | — | ||
| Ellie Lagergren | Board Member | — | ||
| Kathleen Richards | Board Member | — | ||
| Rachel Butler | Board Member | — | ||
| Jackie Zebell | Board Member | — | ||
| Billie Schomer | Board Member | — | ||
| Dan Cortes | Treasurer | — | ||
| Lisa Olson | Board President | — | ||
| Bryanna Tauscher | Artistic Director | — | ||
| Chrissy Pate | Board Member | — | ||
| Diana Tompkins | Board Member | — | ||
| Diane Leibrand | Board Member | — | ||
| Cindy Schaible | Secretary | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Diana Tompkins | Board Member | — | ||
| Jackie Zebell | Board Member | — | ||
| Billie Schomer | Board Member | — | ||
| Don McMahon | Board Member | — | ||
| Robin Burnam | Board Member | — | ||
| Scott Burnam | Board Member | — | ||
| Kathie McMahon | Board Member | — | ||
| Dan Cortes | Treasurer | — | ||
| Lisa Olson | Board President | — | ||
| Cindy Schaible | Secretary | — | ||
| Bryanna Tauscher | Artistic Director | — | ||
| Karen Rolston | Artistic Director | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Don McMahon | Board Member | — | ||
| Diana Tompkins | Board Member | — | ||
| Billie Schomer | Board Member | — | ||
| Kathie McMahon | Board Member | — | ||
| Cindy Schaible | Secretary | — | ||
| Dan Cortes | Treasurer | — | ||
| Karen Rolston | Artistic Director | — | ||
| Lisa Olson | Board President | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 118 other orgs in AZ with NTEE prefix A6.
Most-divergent component: financial score sits 26 points below the peer median (5 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
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- 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:
- 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.