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 | Hidden | Hidden | 41.3% | 21 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 26 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | — | 22 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | — | 30 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 33 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 33 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 33 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 35 | Fragile | Recovery | |
| 2011 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2010 | — | — | — | 21 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Harry Wooten | Artistic Director | 41.3% of Rev | ||
| Mark Woodman | Board President | — | ||
| Patty Hill | Board President | — | ||
| Jennifer Markley | Vice President | — | ||
| Lita Strubhar | Secretary | — | ||
| Donna Schardt | Board President | — | ||
| Madge Cruse | Treasurer | — | ||
| Robert Boyer | Compliance Officer | — | ||
| Becky Compton | Membership Coordinator | — | ||
| Rick Crutcher | Librarian | — | ||
| Caryn Gibbons | Secretary | — | ||
| Patty Hill | Grant Writer | — | ||
| Carol Baker | Stage Manager | — | ||
| Pam Cary | Liaison For Rehearsal Venue | — | ||
| Norma DeLeon | Fundraising Coordinator | — | ||
| Terry Edwards | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Cynthia Zibelin Yanez | Secretary | — | ||
| Robert Boyer | Treasurer | — | ||
| Caryn Gibbons | Secretary | — | ||
| Lita Strubhar | Vice President | — | ||
| Patricia Hill | Board President | — | ||
| Norma Deleon | Board Member | — | ||
| Pam Engman | Librarian | — | ||
| Becky Compton | Board Member | — | ||
| Carol Sullivan | Board Member | — | ||
| Trent Burg | Board Member | — | ||
| Donna Schardt | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ROBERT BOYER | Treasurer | — | ||
| PATRICIA HILL | Board President | — | ||
| LITA STRUBHAR | Board President | — | ||
| CYNTHIA ZIBELIN | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ROBERT BOYER | Treasurer | — | ||
| DONNA SCHARDT | Board President | — | ||
| PATRICIA HILL | Board President | — | ||
| CYNTHIA ZIBELIN | Secretary | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 133 other orgs in TX with NTEE prefix A6.
Most-divergent component: program score sits 28 points below the peer median (5 vs. 33).
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 41.3% is well above the sector's 90th percentile (healthy band: 18–22%).
- 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:
- Reduce top-officer compensation from 41.3% to under 22% of revenue — would move governance score by ~39 points.
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
Improving governance is a board decision. These are the levers.