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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | 35.2% | 34 | Critical Intervention Needed | Gov Risk | |
| 2023 | Hidden | Hidden | 30.1% | 40 | Fragile | Gov Risk | |
| 2022 | — | — | 22.7% | 41 | Fragile | Recovery | |
| 2021 | — | — | 46.5% | 40 | Governance-Stressed | Recovery | |
| 2020 | — | — | 33.4% | 40 | Fragile | Recovery | |
| 2019 | — | — | 29.3% | 36 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 23.1% | 35 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 21.0% | 31 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 29.1% | 24 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 29.4% | 24 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 26.0% | 24 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 33.2% | 21 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 28.0% | 26 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 24.9% | 27 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| HEIDI HALT NEGLIA | Executive Dir. | 12.5% of Rev | ||
| SERGIO NEGLIA | Artistic Director | 12.5% of Rev | ||
| BRONWEN BATTAGLIA | Board Member | 6.0% of Rev | ||
| KIM NICOSIA | Board Member | 4.2% of Rev | ||
| BRIAN PAGKOS | BOARD CHAIRMAN | — | ||
| MARGARET WIETIG | Treasurer | — | ||
| ERIN ST JOHN KELLY | Board Member | — | ||
| MORGAN BROWN | Secretary | — | ||
| REBECCA LINDAMOOD | Board Member | — | ||
| SAMANTHA CAMPANILE | Board Member | — | ||
| MARYJO KEARNS | Board President | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| HEIDI HALT NEGLIA | Executive Dir. | 9.4% of Rev | ||
| SERGIO NEGLIA | Artistic Director | 9.4% of Rev | ||
| BRONWEN BATTAGLIA | Board Member | 7.4% of Rev | ||
| KIM NICOSIA | Board Member | 1.6% of Rev | ||
| RENEE OBRINGER | Board Member | — | ||
| KEVIN COSBEY | Board President | — | ||
| JAN MALOF | Board Member | — | ||
| BRIAN PAGKOS | BOARD CHAIRMAN | — | ||
| MARGARET WIETIG | Treasurer | — | ||
| EMILY FLORCZAK | Secretary | — | ||
| MORGAN BROWN | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| HEIDI HALT NEGLIA | Executive Dir. | 8.8% of Rev | ||
| SERGIO NEGLIA | Artistic Director | 8.7% of Rev | ||
| BRONWEN BATTAGLIA | Board Member | 6.8% of Rev | ||
| KIM NICOSIA | Board Member | 1.0% of Rev | ||
| PJ HINES | BOARD CHAIRMAN | — | ||
| MARGARET WIETIG | Treasurer | — | ||
| MICHELE AGOSTO | Board Member | — | ||
| MOLLY ANDERSON | Board Member | — | ||
| COTY BRAWDY | Board President | — | ||
| KEVIN COSBEY | Secretary | — | ||
| MOLLY BURHANS | Board Member | — | ||
| JAN MALOF | Board Member | — |
Score breakdown
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: financial score sits 37 points below the peer median (15 vs. 52).
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 35.2% is above the 90th percentile for orgs of this size (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:
- Reduce top-officer compensation from 35.2% to under 22% of revenue — would move governance score by ~26 points.
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
Improving governance is a board decision. These are the levers.