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 | — | 48 | Fragile | Stable Watch | |
| 2022 | — | — | 9.2% | 50 | Fragile | Recovery | |
| 2021 | — | — | 12.9% | 48 | Fragile | Stable Watch | |
| 2020 | — | — | 9.8% | 50 | Fragile | Recovery | |
| 2019 | — | — | 13.6% | 38 | Financially Distressed | Recovery | |
| 2018 | — | — | — | 41 | Fragile | Recovery | |
| 2017 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 29 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 25.6% | 24 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 18.7% | 33 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 19.9% | 30 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | 24.6% | 27 | Critical Intervention Needed | Decline Risk | |
| 2010 | — | — | 14.9% | 39 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ARTHUR AVILES | Artistic Director | 4.7% of Rev | ||
| CHARLES RICE-GONZALEZ | EXEC. DIRECT | 4.5% of Rev | ||
| BARBARA BERLINER | Board President | — | ||
| REGINALD BULLOCK | Treasurer | — | ||
| YOSELI CASTILLO | Secretary | — | ||
| TIMOTHY DOBNEY | Board Member | — | ||
| ELVIN GARCIA | Board Member | — | ||
| BRYAN E GLOVER | Board Member | — | ||
| ED LABOY | Board Member | — | ||
| CHRISTINE LICATA | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ARTHUR AVILES | Artistic Director | 3.9% of Rev | ||
| CHARLES RICE-GONZALES | EXEC. DIRECT | 3.9% of Rev | ||
| BARBARA BERLINER | Board President | — | ||
| REGINALD BULLOCK | Treasurer | — | ||
| MARIA CAPOTORTO | Board Member | — | ||
| YOSELI CASTILLO | Secretary | — | ||
| JUSTIN CROWLEY | Board Member | — | ||
| TIMOTHY DOBNEY | Board Member | — | ||
| ELVIN GARCIA | Board Member | — | ||
| BRYAN E GLOVER | Board Member | — | ||
| ED LABOY | Board Member | — | ||
| CHRISTINE LICATA | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ARTHUR AVILES | Artistic Director | 3.7% of Rev | ||
| CHARLES RICE-GONZALES | EXEC. DIRECT | 3.7% of Rev | ||
| BARBARA BERLINER | Board President | — | ||
| REGINALD BULLOCK | Treasurer | — | ||
| MARIA CAPOTORTO | Board Member | — | ||
| YOSELI CASTILLO | Secretary | — | ||
| JUSTIN CROWLEY | Board Member | — | ||
| TIMOTHY DOBNEY | Board Member | — | ||
| ELVIN GARCIA | Board Member | — | ||
| BRYAN E GLOVER | Board Member | — | ||
| ED LABOY | Board Member | — | ||
| CHRISTINE LICATA | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHARLES RICE GONZALES | Board Member | 3.6% of Rev | ||
| ARTHUR AVILES | Artistic Director | 3.5% of Rev | ||
| BARBARA BERLINER | Board President | — | ||
| REGINALD BULLOCK | Treasurer | — | ||
| BRYAN E GLOVER | Board Member | — | ||
| MARIA CAPOTORTO | Board Member | — | ||
| YOSELI CASTILLO | Secretary | — | ||
| ED LABOY | Board Member | — | ||
| JUSTIN CROWLEY | Board Member | — | ||
| TIMOTHY DOBNEY | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 699 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
- No individual risk drivers stand out. Overall score reflects component balance, not any single signal.
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.