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 |
|---|---|---|---|---|---|---|---|
| 2023 | Hidden | Hidden | 10.1% | 39 | Fragile | Recovery | |
| 2022 | — | — | 8.0% | 35 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 6.6% | 27 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 9.7% | 27 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 9.3% | 33 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | 8.4% | 33 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 8.0% | 27 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 9.1% | 29 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 23.3% | 27 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 17.7% | 33 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 18.5% | 29 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 22.4% | 29 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | 18.4% | 37 | Fragile | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Debbie Price | Artistic Director | 13.0% of Rev | ||
| Melanie Richards | Public School And Outreach Li | — | ||
| Jared Magill | Board Member | — | ||
| Hector Garcia | Secretary | — | ||
| Abigail Picotte | Board President | — | ||
| Rosemarie Welch | Board President | — | ||
| Hyacinth Macintosh | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Debbie Price | Artistic Director | 7.7% of Rev | ||
| Melanie Richards | Public School And Outreach Li | — | ||
| Jared Magill | Board Member | — | ||
| Hector Garcia | Secretary | — | ||
| Abigail Picotte | Board President | — | ||
| Rosemarie Welch | Board President | — | ||
| Cynthie Macintosh | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Debbie Price | Artistic Director | 15.5% of Rev | ||
| Melanie Richards | Public School And Outreach Li | — | ||
| Jared Magill | Board Member | — | ||
| Hector Garcia | Secretary | — | ||
| Abigail Picotte | Board President | — | ||
| Rosemarie Welch | Board President | — | ||
| Cynthie Macintosh | Treasurer | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 212 other orgs in OH with NTEE prefix A6.
Most-divergent component: financial score sits 6 points below the peer median (35 vs. 41).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
Overall score has gone from 33 → 39 over 5 years (improving by 6 points).
What's driving this score
- Comp-to-revenue ratio of 10.1% sits within the sector's healthy band (18–22%).
- Two consecutive years of deficit spending.
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).
- Stabilize program expenses or grow earned-income revenue to break the consecutive-deficit pattern (~8 points to financial score).
Improving governance is a board decision. These are the levers.