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
38
Score
Governance
55
Score
Financial
10
Score
Program
60
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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 8.0% | 38 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 4.7% | 49 | Fragile | Recovery | |
| 2021 | — | — | 18.0% | 49 | Fragile | Recovery | |
| 2020 | — | — | 7.8% | 40 | Fragile | Recovery | |
| 2019 | — | — | 6.2% | 36 | Financially Distressed | Recovery | |
| 2018 | — | — | 27.9% | 28 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 6.6% | 34 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 12.0% | 34 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 12.0% | 36 | Financially Distressed | Recovery | |
| 2014 | — | — | 13.7% | 29 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 23.7% | 26 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 15.4% | 31 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 8.7% | 34 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Steve Muterspaugh | Artistic Director | 8.0% of Rev | ||
| Michelle Ayoob | Board Member | — | ||
| Liz Buljan | Board Member | — | ||
| Craig Courtin | Board Member | — | ||
| Doris Duncan | Board Member | — | ||
| Saili Gosula | Board President | — | ||
| David Grisham | Treasurer | — | ||
| Richard Huebner | Board Member | — | ||
| Anthone Jackson | Board Member | — | ||
| Wendy Miller | Board Member | — | ||
| Janice Pickering | Secretary | — | ||
| Robert Sloss | Board Member | — | ||
| Gary Standford Jr | Board Member | — | ||
| Sara Steppe | Board Member | — | ||
| D Paul Regan | Board Member | — | ||
| Lisa WolfKlain | Board President | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DANIEL DEMERS | Executive Director | 11.1% of Rev | ||
| RANDALL O'HARA | Artistic Director | 6.1% of Rev | ||
| LIZ BULJAN | Board Member | — | ||
| CRAIG COURTIN | Board Member | — | ||
| DORIS DUNCAN | Board Member | — | ||
| SAILI GOSULA | Board Member | — | ||
| DAVID GRISHAM | Treasurer | — | ||
| ANTHONE JACKSON | Board Member | — | ||
| LINDA KOELLING | Board Member | — | ||
| JANICE PICKERING | Secretary | — | ||
| ROBERT SLOSS | Board Member | — | ||
| GARY STANFORD JR | Board Member | — | ||
| SARA STEPPE | Board Member | — | ||
| HELENA TING | Board President | — | ||
| MARK WATSON | Board Member | — | ||
| LISA WOLFKLAIN | Board President | — | ||
| D PAUL REGAN | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAN DEMERS | Executive Director | 7.8% of Rev | ||
| DORIS DUNCAN | Board Member | — | ||
| CRAIG COURTIN | Board President | — | ||
| SAILI GOSULA | Board Member | — | ||
| ROBERT SLOSS | Board Member | — | ||
| SARA STEPPE | Board Member | — | ||
| LIZ BULJAN | Board Member | — | ||
| GARY STANFORD JR | Board Member | — | ||
| JANICE PICKERING | Secretary | — | ||
| DAVID GRISHAM | Treasurer | — | ||
| LISA WOLFKLAIN | Board President | — | ||
| HELENA MARIA TING EDD | Board Member | — | ||
| MICHELLE AYOOB | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAN DEMERS | Board Member | 8.0% of Rev | ||
| DORIS DUNCAN | Board Member | — | ||
| CRAIG COURTIN | Board President | — | ||
| SAILI GOSULA | Board Member | — | ||
| LINDA KOELLING | Board Member | — | ||
| ROBERT SLOSS | Board Member | — | ||
| SARA STEPPE | Board Member | — | ||
| PAUL REGAN | Board President | — | ||
| LIZ BULJAN | Board Member | — | ||
| GARY STANFORD JR | Board Member | — | ||
| JANICE PICKERING | Secretary | — | ||
| DAVID GRISHAM | Treasurer | — | ||
| LISA WOLFKLAIN | Board President | — | ||
| HELENA MARIA TING EDD | Board Member | — | ||
| MARK WATSON | 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
10 / 100
weight 40%
Governance risk
55 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
38 / 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 29 points above the peer median (60 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 8.0% sits within the sector's healthy band (18–22%).
- 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.