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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 3.6% | 36 | Financially Distressed | Recovery | |
| 2021 | — | — | — | 25 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 7.1% | 45 | Fragile | Recovery | |
| 2019 | — | — | — | 43 | Financially Distressed | Decline Risk | |
| 2018 | — | — | — | 47 | Fragile | Stable Watch | |
| 2017 | — | — | — | 47 | Fragile | Recovery | |
| 2016 | — | — | — | 25 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | — | 25 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 25 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | — | 21 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 26 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DANIEL MEYER | Artistic Director | 13.7% of Rev | ||
| NANCY PATTERSON | ORCHESTRA MANAGER | 8.1% of Rev | ||
| LIESL HOOK | Board Member | — | ||
| EDWARD ROSENBERG | Board Member | — | ||
| LARA MARTIN LENGEL | ADVISORY BOARD | — | ||
| ALLY WERDEN | Board Member | — | ||
| CHRIS FISHER | Board Member | — | ||
| PAUL R KEEN | Board President | — | ||
| MARIAN PATTERSON | Secretary | — | ||
| HARLAN MEINWALD | Treasurer | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| NANCY PATTERSON | ORCHESTRA MA | 3.3% of Rev | ||
| PAUL R KEEN | Board President | — | ||
| MARIAN PATTERSON | Secretary | — | ||
| LEO ZIMMERMAN | Board Member | — | ||
| JACOB SCOTT | Board Member | — | ||
| HARLAN MEINWALD | Treasurer | — | ||
| MARLA GIGLIOTI | Board Member | — | ||
| KEN JOHNSTON | Board Member | — | ||
| CANDIDA MASHMOOR | Board Member | — | ||
| SARAH SCOTT | Board Member | — | ||
| HEATHER HOLDSWORTH | VICE PRESIDE | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DENISE STARKEY | ORCHESTRA MA | 3.1% of Rev | ||
| HEATHER HOLDSWORTH | Board President | — | ||
| MARIAN PATTERSON | Secretary | — | ||
| KEN JOHNSTON | Board Member | — | ||
| LINDA SANDHAUS | Board Member | — | ||
| LEO ZIMMERMAN | Board Member | — | ||
| HARLAN MEINWALD | Treasurer | — | ||
| ROD KEEN | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 329 other orgs in OH with NTEE prefix A6.
Most-divergent component: financial score sits 40 points below the peer median (15 vs. 55).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
What's driving this score
- 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.