Institutional Maturation
"Initiates, sponsors, and promotes activities to further the dramatic arts and provide entertainment for the community."
— Statement of Program Service Accomplishments
What does this mean?
The gold standard. 10-year slow, steady, concurrent growth across Financial Health, Governance, and Program. Leadership is scaling their oversight and impact in lockstep.
The Path Forward
The Crown
A mandate to lead the sector. It encourages the organization to mentor emerging nonprofits and embark on generational capital projects, leveraging their profound stability.
Title
Representative Institutions
Institutional Epochs
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 2.3% | 48 | Fragile | Recovery | |
| 2022 | — | — | 15.8% | 43 | Fragile | Stable Watch | |
| 2021 | — | — | 11.4% | 45 | Fragile | Recovery | |
| 2020 | — | — | 58.0% | 31 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 28.9% | 32 | Critical Intervention Needed | Gov Risk | |
| 2018 | — | — | 21.7% | 37 | Fragile | Gov Risk | |
| 2017 | — | — | — | 47 | Fragile | Recovery | |
| 2016 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 55 | Fragile | Recovery | |
| 2014 | — | — | — | 33 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 33 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 33 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 33 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Miranda Simonich | Board President | 1.7% of Rev | ||
| Jennifer Olsen | Secretary | 0.3% of Rev | ||
| Lanie Suderman | Treasurer | — | ||
| Michael VanBuren | Board President | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| James Mierkey | Board Member | 12.0% of Rev | ||
| Michael Neiwohner | Board Member | 2.5% of Rev | ||
| Janice Ryder | Treasurer | 1.1% of Rev | ||
| Miranda Simonich | Board President | 0.2% of Rev | ||
| Lanie Suderman | Board Member | — | ||
| Michelle Shockley | Board Member | — | ||
| Jeri Barron | Emeritus | — | ||
| Michael VanBuren | Board President | — | ||
| Steve Montalto | Board Member | — | ||
| Jennifer Olsen | Secretary | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| James Mierkey | Board Member | 9.8% of Rev | ||
| Michael Neiwohner | Board Member | 0.6% of Rev | ||
| Janice Ryder | Treasurer | 0.3% of Rev | ||
| Miranda Simonich | Board President | 0.2% of Rev | ||
| Lanie Suderman | Board Member | — | ||
| Michelle Shockley | Board Member | — | ||
| Michael VanBuren | Board President | — | ||
| Steve Montalto | Board Member | — | ||
| Jennifer Olsen | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Jennifer Janine | Board Member | 8.4% of Rev | ||
| James Mierkey | Board Member | 8.4% of Rev | ||
| Ken Ryder | Board Member | 0.9% of Rev | ||
| Michael Neiwohner | Board Member | 0.1% of Rev | ||
| Janice Ryder | Treasurer | 0.1% of Rev | ||
| Jennifer Olsen | Secretary | 0.1% of Rev | ||
| Sid Wilkins | Board Member | — | ||
| Michelle Shockley | Board Member | — | ||
| Miranda Simonich | Board President | — | ||
| Michael VanBuren | Board President | — | ||
| Steve Montalto | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 830 other orgs in CA with NTEE prefix A6.
Most-divergent component: program score sits 14 points above the peer median (45 vs. 31).
5-year trend: Institutional Maturation
The gold standard. 10-year slow, steady, concurrent growth across Financial Health, Governance, and Program. Leadership is scaling their oversight and impact in lockstep.
What's driving this score
- Comp-to-revenue ratio of 2.3% sits within the sector's healthy band (18–22%).
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.