Steady State
"The Wheeling Symphony Society provides excellent orchestral programs to local communities, aiming to entertain, educate, and enhance the quality of life for residents."
— Statement of Program Service Accomplishments
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 | Hidden | Hidden | 5.2% | 50 | Fragile | Recovery | |
| 2022 | — | — | — | 52 | Fragile | Stable Watch | |
| 2021 | — | — | 5.6% | 54 | Fragile | Recovery | |
| 2020 | — | — | 2.1% | 45 | Financially Distressed | Decline Risk | |
| 2019 | — | — | 1.5% | 51 | Fragile | Recovery | |
| 2018 | — | — | — | 48 | Fragile | Stable Watch | |
| 2017 | — | — | — | 48 | Fragile | Stable Watch | |
| 2016 | — | — | — | 48 | Fragile | Decline Risk | |
| 2015 | — | — | — | 52 | Fragile | Recovery | |
| 2014 | — | — | — | 48 | Fragile | Stable Watch | |
| 2013 | — | — | — | 48 | Fragile | Stable Watch | |
| 2012 | — | — | — | 48 | Fragile | Stable Watch | |
| 2011 | — | — | 6.1% | 50 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SONJA THOMS | PAST EX. DIR | 5.9% of Rev | ||
| JEAN BAILEY | Secretary | — | ||
| MARY HANLEY | Board President | — | ||
| DANIEL YOUNG | Treasurer | — | ||
| MARC ZYLA | EXECUTIVE DI | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SONJA THOMS | EXECUTIVE DI | 5.3% of Rev | ||
| JEAN BAILEY | Secretary | — | ||
| DAVID ELLWOOD | PAST TREASUR | — | ||
| MARY HANLEY | Board President | — | ||
| DANIEL YOUNG | Treasurer | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BRYAN BRAUNLICH | EXECUTIVE DI | 4.1% of Rev | ||
| ROANNE BURECH | Board President | — | ||
| DAVID B ELLWOOD | Treasurer | — | ||
| MARY HANLEY | Board President | — | ||
| CHATMAN NEELY | Secretary | — | ||
| DANIEL YOUNG | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BRYAN BRAUNLICH | EXECUTIVE DI | 1.6% of Rev | ||
| ROANNE BURECH | Board President | — | ||
| DAVID B ELLWOOD | Treasurer | — | ||
| SUZANNE RODRIGUES GAISER | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ELIZABETH DELK | EXEC. DIRECT | 1.0% of Rev | ||
| DAVID B ELLWOOD | Treasurer | — | ||
| LOUIS KHOUREY | Board President | — | ||
| LORI SPADAFORE | Secretary | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 12 other orgs in WV with NTEE prefix A6.
Most-divergent component: program score sits 28 points above the peer median (60 vs. 32).
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 5.2% 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.