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 |
|---|---|---|---|---|---|---|---|
| 2023 | Hidden | Hidden | 7.4% | 46 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 9.6% | 46 | Financially Distressed | Decline Risk | |
| 2021 | — | — | 6.2% | 54 | Fragile | Recovery | |
| 2020 | — | — | 10.2% | 52 | Fragile | Recovery | |
| 2019 | — | — | 5.4% | 50 | Fragile | Recovery | |
| 2018 | — | — | 7.0% | 46 | Financially Distressed | Decline Risk | |
| 2017 | — | — | 6.8% | 46 | Financially Distressed | Recovery | |
| 2016 | — | — | 6.7% | 52 | Fragile | Gov Risk | |
| 2015 | — | — | 13.5% | 36 | Fragile | Decline Risk | |
| 2014 | — | — | 4.4% | 53 | Fragile | Recovery | |
| 2013 | — | — | 8.6% | 45 | Fragile | Gov Risk | |
| 2012 | — | — | 6.4% | 48 | Fragile | Recovery | |
| 2011 | — | — | 5.5% | 42 | Fragile | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KERBY THOMPSON | Artistic Director | 8.0% of Rev | ||
| KIMBERLY ALLEN | Board Member | — | ||
| CHRISTINE GREGORY | Board Member | — | ||
| PATRICK FITZGERALD | Board Member | — | ||
| INGRID FOX | Board Member | — | ||
| NICOLE COTTONE | Board President | — | ||
| JOHN FOLMER | Board Member | — | ||
| DOROTHEA FOWLER | Board Member | — | ||
| MICHELE BALL | Board Member | — | ||
| HARRIET PRATT HIGGINS | Board Member | — | ||
| DIANNE GALUTZ | Board President | — | ||
| JOSH APKER | Treasurer | — | ||
| THOMAS KNOBEL | Board Member | — | ||
| MARIA BARREDO | Secretary | — | ||
| GARRISON MARSTED | Board Member | — | ||
| AMY BERTINI | Board President | — | ||
| LIZ COLE | Board Member | — | ||
| GLORIA CRANE | Board Member | — | ||
| AMANDA HOPKO | Board Member | — | ||
| MICHELINA GIBBONS | Board Member | — | ||
| DANN GAILOR | Board Member | — | ||
| MARK RE | Board Member | — | ||
| PATRICK LEACH | Board Member | — | ||
| OWEN THOMAS | Board Member | — | ||
| JEFF PENOYER | Board Member | — | ||
| MARK REYNOLDS | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KERBY THOMPSON | Artistic Director | 5.8% of Rev | ||
| KIMBERLY ALLEN | Board Member | — | ||
| CHRISTINE GREGORY | Board Member | — | ||
| ROBERT BARBER | Board Member | — | ||
| INGRID FOX | Board Member | — | ||
| NICOLE COTTONE | Board President | — | ||
| JOHN FOLMER | Board President | — | ||
| DOROTHEA FOWLER | Board Member | — | ||
| MICHELE BALL | Board Member | — | ||
| HARRIET PRATT HIGGINS | Board Member | — | ||
| DIANNE GALUTZ | Board President | — | ||
| JOSH APKER | Board Member | — | ||
| THOMAS KNOBEL | Board Member | — | ||
| MARIA BARREDO | Secretary | — | ||
| GARRISON MARSTED | Treasurer | — | ||
| AMY BERTINI | Board President | — | ||
| LIZ COLE | Board Member | — | ||
| GLORIA CRANE | Board Member | — | ||
| MICHAEL SILLS | Board Member | — | ||
| MICHELINA GIBBONS | Board Member | — | ||
| DANN GAILOR | Board Member | — | ||
| MARK RE | Board Member | — | ||
| PATRICK LEACH | Board Member | — | ||
| OLIVIA STOCKWIN | Board Member | — | ||
| JEFF PENOYER | Secretary | — | ||
| MICHAEL WILLIAMS | Board Member | — | ||
| MARK REYNOLDS | Board Member | — |
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: 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.
Overall score has gone from 50 → 46 over 5 years (declining by 4 points).
What's driving this score
- Comp-to-revenue ratio of 7.4% 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.