Governance Lag
"Offers opportunities for individuals to experience theatre."
— Statement of Program Service Accomplishments
What does this mean?
Revenue and Program Scale spike rapidly, but the Governance Score remains stagnant. The organization has outgrown its founding era but hasn't installed proper oversight.
The Path Forward
The Scaffold
Brings immediate structural maturity. It represents the necessity of outside, independent oversight to manage new scale, breaking the echo chamber of a founding 'friends and family' board.
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 | — | 52 | Fragile | Recovery | |
| 2023 | Hidden | Hidden | — | 52 | Fragile | Recovery | |
| 2022 | — | — | — | 31 | Critical Intervention Needed | Stable Watch | |
| 2021 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | — | 52 | Fragile | Recovery | |
| 2019 | — | — | — | 53 | Fragile | Recovery | |
| 2018 | — | — | — | 27 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 37 | Fragile | Recovery | |
| 2013 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | — | 21 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 21 | Critical Intervention Needed | Stable Watch | |
| 2010 | — | — | — | 23 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Mary Guidry Ringo | Board President | — | ||
| Leslie Harless | Treasurer | — | ||
| Theresa Hay Needham | Board Member | — | ||
| Barbara Price Downer | Board President | — | ||
| Heather Fazzio Partin | Board Member | — | ||
| Rebecca Harris | Secretary | — | ||
| James Johnson | Board Member | — | ||
| Heather Phillips | Board Member | — | ||
| Kathy Kay | Board Member | — | ||
| Mike Brignac | Board Member | — | ||
| Belle Leday | Board Member | — | ||
| Hope Snider | Board Member | — | ||
| Carol Ann Gayle | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Allison Marino | Board Member | — | ||
| Dan Sadler | Board Member | — | ||
| Darol King | Board Member | — | ||
| Heather Phillips | Board Member | — | ||
| James Johnson | Board Member | — | ||
| Katie Becton | Board Member | — | ||
| Katy Cole | Board Member | — | ||
| Liz Trahan | Board Member | — | ||
| Mary Guidry-Ringo | Board Member | — | ||
| Rebecca Harris | Board Member | — | ||
| Tim Crocker | Board Member | — | ||
| William Lormand | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 50 other orgs in LA with NTEE prefix A6.
Most-divergent component: financial score sits 25 points above the peer median (60 vs. 35).
5-year trend: Governance Lag
Revenue and Program Scale spike rapidly, but the Governance Score remains stagnant. The organization has outgrown its founding era but hasn't installed proper oversight.
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.