Steady State
Steady State
Market
Archetype
Mechanical
Natural
Tier
Stable
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
54
Score
Governance
50
Score
Financial
65
Score
Program
30
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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | — | 54 | Fragile | Recovery | |
| 2022 | — | — | — | 43 | Financially Distressed | Decline Risk | |
| 2021 | — | — | — | 46 | Fragile | Recovery | |
| 2020 | — | — | — | 48 | Fragile | Recovery | |
| 2019 | — | — | — | 40 | Financially Distressed | Recovery | |
| 2018 | — | — | — | 33 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 33 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 37 | Financially Distressed | Recovery | |
| 2014 | — | — | — | 29 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | — | 21 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 25 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Neale Bartee | Artistic Director | — | ||
| Vern Ann Shotts | Board Member | — | ||
| Harold Parrin | Board Member | — | ||
| Tommy Fowler | Board Member | — | ||
| Allen Williams | Board Member | — | ||
| Roby Johnson | Board Member | — | ||
| Oz Garcia | Board Member | — | ||
| Denise Snider | Board Member | — | ||
| Annette Hux | Board Member | — | ||
| Perry Moses | Board Member | — | ||
| Brook Laurent | Board Member | — | ||
| Terry Flowers | Board Member | — | ||
| ATIN SURI | Board Member | — | ||
| BETHANIA BARAY-HARRISON | Board Member | — | ||
| BROOKSHIELD LAURENT | Board Member | — | ||
| KELLI COCHRAN | Board Member | — | ||
| KRISIE HOLMES | Board Member | — | ||
| LAUREN ISBELL | Board Member | — | ||
| LEISA SPENCE | Board Member | — | ||
| NEALE BARTEE | Artistic Director | — | ||
| OZ GARCIA | Board Member | — | ||
| RAY HALL | Board Member | — | ||
| ROBERT GREEN | Board Member | — | ||
| ROBERT JOHNSON | ORCHESTRA REPRESENTATIVE | — | ||
| ROBERT JOHNSON | Board Member | — | ||
| VERN ANN SHOTTS | Board Member | — | ||
| WENDY MCHALE | Board Member | — | ||
| DR RAY HALL | Board President | — | ||
| KAREN LADD | Treasurer | — | ||
| LACY BAKER | Board President | — | ||
| MOLLY HAY | Secretary | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MG FERGUSON-MEYERING | Board President | — | ||
| MITZI YOUNG | VICE-PRESIDE | — | ||
| LACY BAKER | Secretary | — | ||
| TAYLOR BUXBAUM | Treasurer | — | ||
| MATT CAVENAUGH | Board Member | — | ||
| VERN ANN SHOTTS | Board Member | — | ||
| ANDY SHATLEY | Board Member | — | ||
| RYAN SULLIVAN | Board Member | — | ||
| TOMMY FOWLER | Board Member | — | ||
| BETH DAMPHOUSSE | Board Member | — | ||
| CHERIE COLLINS | Board Member | — | ||
| BRUCE FASKE | Board Member | — | ||
| SCOTT MCDANIEL | Board Member | — | ||
| KESHA HAGGANS | Board Member | — | ||
| MOLLY HAY | GUILD PRESID | — | ||
| ROBERT JOHNSON | ORCHESTRA RE | — | ||
| NEALE BARTEE | Artistic Director | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TAYLOR BUXBAUM | Treasurer | — | ||
| WARREN SKAUG | Board President | — | ||
| CHERIE COLLINS | Board President | — | ||
| MATT CAVENAUGH | Board Member | — | ||
| MG MEYERING | Board President | — | ||
| MITZI YOUNG | Secretary | — | ||
| DIA SAWYER | Board Member | — | ||
| ANDY SHATLEY | Board Member | — | ||
| TOMMY FOWLER | Board Member | — | ||
| BETH DAMPHOUSSE | Board Member | — | ||
| JIM CORTER | GUILD REPRESENTATIVE | — | ||
| ROBY JOHNSON | ORCHESTRA REP | — | ||
| NEALE BARTEE | Artistic Director | — | ||
| LACY BAKER | Board Member | — | ||
| SHUNQUETTA CUNNINGHAM | Board Member | — | ||
| BRUCE FASKE | Board Member | — | ||
| RYAN SULLIVAN | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TAYLOR BUXBAUM | Treasurer | — | ||
| WARREN SKAUG | Board President | — | ||
| CHERIE COLLINS | Board President | — | ||
| MATT CAVENAUGH | Board Member | — | ||
| MG MEYERING | Board President | — | ||
| MITZI YOUNG | Secretary | — | ||
| DIA SAWYER | Board Member | — | ||
| ANDY SHATLEY | Board Member | — | ||
| TOMMY FOWLER | Board Member | — | ||
| BETH DAMPHOUSSE | Board Member | — | ||
| JIM CORTER | GUILD REPRESENTATIVE | — | ||
| ROBY JOHNSON | ORCHESTRA REP | — | ||
| NEALE BARTEE | Artistic Director | — | ||
| LACY BAKER | Board Member | — | ||
| SHUNQUETTA CUNNINGHAM | Board Member | — | ||
| BRUCE FASKE | Board Member | — | ||
| RYAN SULLIVAN | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
Request access
Score breakdown
Score breakdown
Financial resilience
65 / 100
weight 40%
Governance risk
50 / 100
weight 40%
Program scale
30 / 100
weight 20%
Overall
54 / 100
Stable
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 34 other orgs in AR with NTEE prefix A6.
Most-divergent component: financial score sits 37 points above the peer median (65 vs. 28).
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.
What would change this score
No specific high-impact levers identified — this org's score is balanced across components.
Improving governance is a board decision. These are the levers.