Steady State
"Honors and recognizes theatrical notables and Broadway legends through induction ceremonies, luncheons, and information dissemination, preserving their legacy."
— 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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | — | 21 | Critical Intervention Needed | Decline Risk | |
| 2022 | Hidden | Hidden | — | 21 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 19 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | — | 30 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | — | 23 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 21 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 23 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 27 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | — | 23 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 52.9% | 28 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | 46.2% | 28 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 78.6% | 19 | Critical Intervention Needed | Gov Risk | |
| 2011 | — | — | 67.5% | 28 | Critical Intervention Needed | Recovery | |
| 2010 | — | — | 65.4% | 24 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANDRE BISHOP | EXECUTIVE BO | — | ||
| JACQUELINE DAVIS | EXECUTIVE BO | — | ||
| DANA IVEY | Secretary | — | ||
| ESTELLE PARSONS | Board President | — | ||
| CHRIS RAWSON | EXECUTIVE BO | — | ||
| PHIL SIMPSON | EXEC BOARD | — | ||
| FRANCES STERNHAGEN | EXECUTIVE BO | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANDRE BISHOP | EXECUTIVE BO | — | ||
| JACQUELINE DAVIS | EXECUTIVE BO | — | ||
| DANA IVEY | Secretary | — | ||
| ESTELLE PARSONS | Board President | — | ||
| CHRIS RAWSON | EXECUTIVE BO | — | ||
| PHIL SIMPSON | EXEC BOARD | — | ||
| FRANCES STERNHAGEN | EXECUTIVE BO | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 700 other orgs in NY with NTEE prefix A6.
Most-divergent component: financial score sits 31 points below the peer median (0 vs. 31).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
What's driving this score
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- 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.