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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 33.8% | 33 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | — | 43 | Fragile | Recovery | |
| 2021 | — | — | — | 44 | Fragile | Recovery | |
| 2020 | — | — | — | 40 | Fragile | Recovery | |
| 2019 | — | — | — | 47 | Fragile | Recovery | |
| 2018 | — | — | — | 35 | Financially Distressed | Decline Risk | |
| 2017 | — | — | — | 39 | Financially Distressed | Decline Risk | |
| 2016 | — | — | — | 47 | Fragile | Stable Watch | |
| 2015 | — | — | — | 47 | Fragile | Stable Watch | |
| 2014 | — | — | — | 47 | Fragile | Recovery | |
| 2013 | — | — | — | 45 | Fragile | Recovery | |
| 2012 | — | — | — | 39 | Financially Distressed | Recovery | |
| 2011 | — | — | — | 41 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SPENCER ZEMBRODT | Artistic Director | 37.9% of Rev | ||
| SPENCER ZEMBRODT | Artistic Director | 33.8% of Rev | ||
| BRUCE PRESIDENT | Board President | — | ||
| DAMON BADDAGE | Vice President | — | ||
| DAN POHLMAN | Treasurer | — | ||
| TIM BUTZ | Secretary | — | ||
| ROGER MILLER | Board Member | — | ||
| MIKE BUTLER | Board Member | — | ||
| TEDDY GUMBLETON | Board Member | — | ||
| JASON HOLMES | Board Member | — | ||
| KYLE WYNK SIVASHANKAR | Board Member | — | ||
| ALEX VAILLANCORT | Board Member | — | ||
| BRUCE PRESIDENT | Board President | — | ||
| CAINE HARTGROVE | Vice President | — | ||
| DAMON BADDAGE | Vice President | — | ||
| DAN POHLMAN | Treasurer | — | ||
| TIM BUTZ | Secretary | — | ||
| ROGER MILLER | Board Member | — | ||
| MIKE BUTLER | Board Member | — | ||
| TEDDY GUMBLETON | Board Member | — | ||
| JASON HOLMES | Board Member | — | ||
| KYLE WYNK SIVASHANKAR | Board Member | — | ||
| ALEX VAILLANCORT | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHAEL HOFFMAN | Board President | — | ||
| DOUG IGNATIUS | Vice President | — | ||
| DAN POHLMAN | Treasurer | — | ||
| BRUCE PRESTON | Vice President | — | ||
| DAMON BABBAGE | Board Member | — | ||
| BENJAMIN SCHNEIDER | Board Member | — | ||
| TEDDY GUMBLETON | Board Member | — | ||
| MIKE BUTLER | Board Member | — | ||
| BRYAN GOLDMAN | Vice President | — | ||
| TIM BUTZ | Secretary | — | ||
| SEAN OWENS | Board Member | — | ||
| STEVE MILLOY | Artistic Director | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHAEL HOFFMAN | Board President | — | ||
| DOUG IGNATIUS | Vice President | — | ||
| RICHARD KETTERER | Treasurer | — | ||
| DAN POHLMAN | Treasurer | — | ||
| BRUCE PRESTON | Vice President | — | ||
| RON CLEMONTS | Board Member | — | ||
| DAMON BABBAGE | Board Member | — | ||
| BENJAMIN SCHNEIDER | Board Member | — | ||
| TEDDY GUMBLETON | Board Member | — | ||
| MIKE BUTLER | Board Member | — | ||
| BRYAN GOLDMAN | Vice President | — | ||
| TIM BUTZ | Secretary | — | ||
| SEAN OWENS | Board Member | — | ||
| STEVE MILLOY | Artistic Director | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 213 other orgs in OH with NTEE prefix A6.
Most-divergent component: program score sits 15 points below the peer median (15 vs. 30).
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 33.8% is above the 90th percentile for orgs of this size (healthy band: 18–22%).
What would change this score
The two changes that would most improve this score:
- Reduce top-officer compensation from 33.8% to under 22% of revenue — would move governance score by ~24 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.