Steady State
Steady State
Market
Archetype
Mechanical
Natural
Tier
Priority Review
Trajectory Thumbprint
Steady State
"Elevator Repair Service Theater creates original works with a consistent ensemble, pushing the boundaries of live performance to explore and challenge theatrical fundamentals."
— 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.
The Stewardship
Institutional Health Scores
5-yr trend: Steady State ↑
Overall
42
Score
Governance
55
Score
Financial
25
Score
Program
60
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
Financial Era
Governance Era
Trajectory Era
Steady State
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | 9.9% | 42 | Fragile | Recovery | |
| 2023 | Hidden | Hidden | 25.3% | 34 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 14.9% | 41 | Fragile | Recovery | |
| 2021 | — | — | 31.2% | 38 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 22.3% | 33 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 21.9% | 37 | Fragile | Recovery | |
| 2018 | — | — | 29.6% | 28 | Critical Intervention Needed | Gov Risk | |
| 2017 | — | — | 13.1% | 41 | Fragile | Recovery | |
| 2016 | — | — | 33.3% | 32 | Critical Intervention Needed | Gov Risk | |
| 2015 | — | — | 5.8% | 44 | Fragile | Stable Watch | |
| 2014 | — | — | 8.5% | 44 | Fragile | Recovery | |
| 2013 | — | — | 11.8% | 34 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 14.9% | 38 | Financially Distressed | Stable Watch | |
| 2011 | — | — | 14.9% | 38 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| John Collins | Board President | 9.9% of Rev | ||
| Arthur Aufses | Board Member | — | ||
| Steve Bodow | Board Member | — | ||
| Zoe Rotter | Board President | — | ||
| Robert Wilson | Board Member | — | ||
| Kenneth Cera | Board President | — | ||
| Clifford Fritz Michel | Board Member | — | ||
| Anne Stringfield | Board Member | — | ||
| Greig Sargeant | Board Member | — | ||
| Doug Curtis | Board Member | — | ||
| David Gilbert | Board Member | — | ||
| John Kim | Board Member | — | ||
| Susan Eddy | Board Member | — | ||
| Clay Ballard | Board Member | — | ||
| Lucy Mallett | Treasurer | — | ||
| William Stasiulatis | Board President | — | ||
| Ira Simmonds | Board Member | — | ||
| Eric Liftin | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Mark Rossier | Board President | 7.3% of Rev | ||
| Marilyn Haines | Secretary | 6.9% of Rev | ||
| John Collins | Board President | 6.7% of Rev | ||
| Arthur Aufses | Board Member | — | ||
| Steve Bodow | Board Member | — | ||
| Zoe Rotter | Board President | — | ||
| Robert Wilson | Board Member | — | ||
| Kenneth Cera | Board President | — | ||
| Clifford Fritz Michel | Board Member | — | ||
| Anne Stringfield | Board Member | — | ||
| Greig Sargeant | Board Member | — | ||
| Doug Curtis | Board Member | — | ||
| David Gilbert | Board Member | — | ||
| John Kim | Board Member | — | ||
| Clay Ballard | Board Member | — | ||
| Lucy Mallett | Treasurer | — | ||
| William Stasiulatis | Chairman | — | ||
| Ira Simmonds | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Marilyn Haines | Secretary | 6.2% of Rev | ||
| John Collins | Board President | 5.7% of Rev | ||
| Mark Rossier | Board President | 3.6% of Rev | ||
| Lucy Mallett | Treasurer | 1.5% of Rev | ||
| Arthur Aufses | Board Member | — | ||
| Steve Bodow | Board Member | — | ||
| Zoe Rotter | Board President | — | ||
| Robert Wilson | Board Member | — | ||
| Kenneth Cera | Board President | — | ||
| Clifford Fritz Michel | Board Member | — | ||
| Anne Stringfield | Board Member | — | ||
| Greig Sargeant | Board Member | — | ||
| Doug Curtis | Board Member | — | ||
| David Gilbert | Board Member | — | ||
| John Kim | Board Member | — | ||
| Clay Ballard | Board Member | — | ||
| William Stasiulatis | Chairman | — | ||
| Ira Simmonds | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| John Collins | Board President | 8.7% of Rev | ||
| Arianna Truman | Board President | 8.2% of Rev | ||
| Marilyn Haines | Secretary | 6.8% of Rev | ||
| Arthur Aufses | Board Member | — | ||
| Steve Bodow | Board Member | — | ||
| Zoe Rotter | Board President | — | ||
| Robert Wilson | Board Member | — | ||
| Kenneth Cera | Board President | — | ||
| Clifford Fritz Michel | Board Member | — | ||
| Anne Stringfield | Board Member | — | ||
| Greig Sargeant | Board Member | — | ||
| Doug Curtis | Board Member | — | ||
| David Gilbert | Board Member | — | ||
| John Kim | Board Member | — | ||
| Mindy Goldberg | Board Member | — | ||
| Clay Ballard | Board Member | — | ||
| Lucy Mallett | Treasurer | — | ||
| William Stasiulatis | Chairman | — | ||
| Ira Simmonds | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
25 / 100
weight 40%
Governance risk
55 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
42 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 1,226 other orgs in NY with NTEE prefix A6.
Most-divergent component: program score sits 31 points above the peer median (60 vs. 29).
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 9.9% sits within the sector's 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:
- 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.