GOLD2023

Marathon Center for the Performing Arts

Findlay, OH   |  https://mcpa.org/
GuideStar Charity Check

Marathon Center for the Performing Arts

EIN: 46-0912382

Mission

Enriching lives through the arts, culture and entertainment.

Ruling year info

2013

Executive Director

Heather Clow

Main address

200 W MAIN CROSS ST

Findlay, OH 45840 USA

Show more contact info

EIN

46-0912382

Subject area info

Performing arts

Population served info

Children and youth

Adults

NTEE code info

Performing Arts Centers (A61)

IRS subsection

501(c)(3) Public Charity

IRS filing requirement

This organization is required to file an IRS Form 990 or 990-EZ.

Tax forms

Communication

Affiliations

See related organizations info

Programs and results

Reports and documents
2019 Hancock County Performing Arts Center

What we aim to solve

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Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Performing Arts Performances

Several series of performances

Population(s) Served
Adults
Children and youth

Where we work

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We shared information about our current feedback practices.

  • How is your organization using feedback from the people you serve?

    To identify and remedy poor client service experiences, To inform the development of new programs/projects, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals

  • Which of the following feedback practices does your organization routinely carry out?

    We collect feedback from the people we serve at least annually, We aim to collect feedback from as many people we serve as possible, We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive

  • What challenges does the organization face when collecting feedback?

    Staff find it hard to prioritize feedback collection and review due to lack of time, It is difficult to identify actionable feedback

Financials

Marathon Center for the Performing Arts
Fiscal year: Jul 01 - Jun 30
Financial documents
2021 Heather Clow 2020 Heather Clow 2019 Heather Clow

Revenue vs. expenses:  breakdown

SOURCE: IRS Form 990 info
NET GAIN/LOSS:    in 
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.

Liquidity in 2022 info

SOURCE: IRS Form 990

0.47

Average of 44.16 over 9 years

Months of cash in 2022 info

SOURCE: IRS Form 990

3.3

Average of 7.8 over 9 years

Fringe rate in 2022 info

SOURCE: IRS Form 990

17%

Average of 20% over 9 years

Funding sources info

Source: IRS Form 990

Assets & liabilities info

Source: IRS Form 990

Financial data

SOURCE: IRS Form 990

Marathon Center for the Performing Arts

Revenue & expenses

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

Fiscal year ending: cloud_download Download Data

Marathon Center for the Performing Arts

Balance sheet

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.

Fiscal year ending: cloud_download Download Data

Marathon Center for the Performing Arts

Financial trends analysis Glossary & formula definitions

Fiscal Year: Jul 01 - Jun 30

SOURCE: IRS Form 990 info

This snapshot of Marathon Center for the Performing Arts’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.

Created in partnership with

Fiscal year: Jul 01 - Jun 30 picture_as_pdf View full report cloud_downloadDownload data

Business model indicators

Profitability info 2018 2019 2020 2021 2022
Unrestricted surplus (deficit) before depreciation $1,702,087 -$1,388,538 $894,408 -$10,656 $633,563
As % of expenses 55.8% -27.9% 49.9% -0.6% 31.5%
Unrestricted surplus (deficit) after depreciation $1,212,859 -$1,882,102 $390,093 -$503,185 $160,485
As % of expenses 34.3% -34.4% 17.0% -23.5% 6.5%
Revenue composition info
Total revenue (unrestricted & restricted) $4,856,150 $3,349,449 $2,401,672 $1,202,199 $2,357,561
Total revenue, % change over prior year 210.0% -31.0% -28.3% -49.9% 96.1%
Program services revenue 12.2% 28.1% 24.3% 5.8% 26.0%
Membership dues 0.9% 1.5% 1.3% 0.0% 0.0%
Investment income 0.1% 0.1% 0.1% 0.0% 0.1%
Government grants 0.0% 0.0% 0.0% 23.6% 53.8%
All other grants and contributions 86.7% 70.3% 74.4% 70.5% 20.1%
Other revenue 0.0% 0.0% -0.1% 0.2% 0.0%
Expense composition info
Total expenses before depreciation $3,047,642 $4,976,245 $1,792,685 $1,649,835 $2,008,126
Total expenses, % change over prior year 82.3% 63.3% -64.0% -8.0% 21.7%
Personnel 16.8% 12.4% 35.2% 28.6% 32.9%
Professional fees 2.1% 0.3% 0.5% 0.6% 0.4%
Occupancy 4.8% 3.4% 8.7% 7.9% 9.7%
Interest 3.5% 2.2% 4.2% 2.4% 1.5%
Pass-through 24.5% 57.0% 11.7% 45.3% 18.2%
All other expenses 48.3% 24.8% 39.7% 15.3% 37.4%
Full cost components (estimated) info 2018 2019 2020 2021 2022
Total expenses (after depreciation) $3,536,870 $5,469,809 $2,297,000 $2,142,364 $2,481,204
One month of savings $253,970 $414,687 $149,390 $137,486 $167,344
Debt principal payment $448,274 $408,445 $271,949 $401,514 $560,800
Fixed asset additions $0 $0 $0 $0 $0
Total full costs (estimated) $4,239,114 $6,292,941 $2,718,339 $2,681,364 $3,209,348

Capital structure indicators

Liquidity info 2018 2019 2020 2021 2022
Months of cash 9.2 0.8 4.2 3.7 3.3
Months of cash and investments 9.2 0.8 4.2 3.7 3.3
Months of estimated liquid unrestricted net assets 8.7 0.6 5.3 2.7 2.1
Balance sheet composition info 2018 2019 2020 2021 2022
Cash $2,332,459 $344,439 $632,749 $502,120 $546,498
Investments $0 $0 $0 $0 $0
Receivables $1,583,694 $1,382,507 $1,121,505 $659,992 $425,681
Gross land, buildings, equipment (LBE) $17,172,028 $17,326,230 $17,411,880 $17,424,725 $17,506,322
Accumulated depreciation (as a % of LBE) 7.1% 9.9% 12.7% 15.5% 18.1%
Liabilities (as a % of assets) 14.3% 13.3% 11.4% 11.3% 8.9%
Unrestricted net assets $15,673,401 $13,791,299 $14,181,392 $13,678,207 $13,838,692
Temporarily restricted net assets $1,383,651 $1,383,206 N/A N/A N/A
Permanently restricted net assets $0 $0 N/A N/A N/A
Total restricted net assets $1,383,651 $1,383,206 $1,091,117 $654,137 $370,009
Total net assets $17,057,053 $15,174,505 $15,272,509 $14,332,344 $14,208,701

Key data checks

Key data checks info 2018 2019 2020 2021 2022
Material data errors No No No No No

Operations

The people, governance practices, and partners that make the organization tick.

Documents
Letter of Determination
Form 1023/1024 is not available for this organization

Executive Director

Heather Clow

LinkedIn profile

Heather Clow is the Executive Director of Marathon Center for the Performing Arts in Findlay, Ohio. She is responsible for directing all aspects of the venue’s operations including artistic programming, fiscal management, strategic planning and community relations. Before moving to Findlay, Heather worked at Lebanon Opera House in Lebanon, New Hampshire for fifteen years, the last eight as the organization’s Executive Director. She has a Bachelor’s Degree in Theater from Saint Michael’s College in Winooski, Vermont and earned her Masters of Arts Administration degree from Goucher College in Baltimore, Maryland.

Number of employees

Source: IRS Form 990

Marathon Center for the Performing Arts

Officers, directors, trustees, and key employees

SOURCE: IRS Form 990

Compensation
Other
Related
Show data for fiscal year
Compensation data
Download up to 5 most recent years of officer and director compensation data for this organization

There are no highest paid employees recorded for this organization.

Marathon Center for the Performing Arts

Board of directors
as of 10/23/2023
SOURCE: Self-reported by organization
Board of directors data
Download the most recent year of board of directors data for this organization
Board chair

Darin Fields

University of Findlay

Term: 2023 - 2024

Darin Fields

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Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes

Organizational demographics

SOURCE: Self-reported; last updated 10/23/2023
info Candid has made improvements to the race and ethnicity options.

Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.

Leadership

The organization's leader identifies as:

Race & ethnicity
White/Caucasian/European
Gender identity
Female, Not transgender (cisgender)
Sexual orientation
Gay, lesbian, bisexual, or other sexual orientations in the LGBTQIA+ community
Disability status
Person without a disability

Race & ethnicity

Gender identity

 

Sexual orientation

Disability

No data

Equity strategies

Last updated: 10/23/2023

GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more

Data
  • We review compensation data across the organization (and by staff levels) to identify disparities by race.
  • We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
  • We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
  • We disaggregate data by demographics, including race, in every policy and program measured.
Policies and processes
  • We use a vetting process to identify vendors and partners that share our commitment to race equity.
  • We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • We have community representation at the board level, either on the board itself or through a community advisory board.
  • We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
  • We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.

Contractors

Fiscal year ending

Professional fundraisers

Fiscal year ending

SOURCE: IRS Form 990 Schedule G

Solicitation activities
Gross receipts from fundraising
Retained by organization
Paid to fundraiser