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 | — | 29 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 17.8% | 38 | Fragile | Stable Watch | |
| 2021 | — | — | 15.3% | 35 | Fragile | Stable Watch | |
| 2020 | — | — | — | 39 | Fragile | Recovery | |
| 2019 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 37 | Fragile | Stable Watch | |
| 2015 | — | — | — | 37 | Fragile | Stable Watch | |
| 2014 | — | — | — | 37 | Fragile | Recovery | |
| 2013 | — | — | — | 27 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 29 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2010 | — | — | — | 27 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Susan Hughes | Arts Administator | 22.2% of Rev | ||
| Rebecca Kelly | Board President | — | ||
| Robert Claus | Treasurer | — | ||
| Deborah Fitts | Secretary | — | ||
| Ginene Mason | Board Member | — | ||
| Rose Chancler | Board Member | — | ||
| Robert Fountain | Board Member | — | ||
| Evan Mack | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Susan Hughes | Arts Administator | 21.2% of Rev | ||
| Rebecca Kelly | Board President | — | ||
| Robert Claus | Board President | — | ||
| Tony Kostecki | Treasurer | — | ||
| Deborah Fitts | Secretary | — | ||
| Ginene Mason | Board Member | — | ||
| Matthew Dunne | Board Member | — | ||
| Rose Chancler | Board Member | — | ||
| Evan Mack | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Susan Hughes | Arts Administator | 11.2% of Rev | ||
| Rebecca Kelly | Board President | — | ||
| Robert Claus | Board President | — | ||
| Tony Kostecki | Treasurer | — | ||
| Deborah Fitts | Secretary | — | ||
| Charles Russell | Board Member | — | ||
| Matthew Dunne | Board Member | — | ||
| Rose Chancler | Board Member | — | ||
| Evan Mack | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 146 other orgs in NY with NTEE prefix A2.
Most-divergent component: program score sits 16 points below the peer median (15 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
- 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.