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 | — | — | 35.3% | 34 | Critical Intervention Needed | Gov Risk | |
| 2023 | — | — | — | 43 | Fragile | Decline Risk | |
| 2022 | — | — | — | 42 | Fragile | Decline Risk | |
| 2021 | — | — | — | 28 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | — | 36 | Financially Distressed | Recovery | |
| 2019 | — | — | — | 39 | Financially Distressed | Decline Risk | |
| 2018 | — | — | — | 51 | Fragile | Recovery | |
| 2017 | — | — | — | 43 | Financially Distressed | Decline Risk | |
| 2016 | — | — | — | 43 | Fragile | Stable Watch | |
| 2015 | — | — | — | 47 | Fragile | Decline Risk | |
| 2014 | — | — | — | 51 | Fragile | Recovery | |
| 2013 | — | — | 17.4% | 23 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 16.4% | 29 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 31 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Robert Strauss | Artistic Director | 35.3% of Rev | ||
| Tim Mahiques | Board President | — | ||
| Rachel Fangsrud | Board President | — | ||
| Ben Mason | Secretary | — | ||
| Becca Keatinge | Board Member | — | ||
| Paul Berglund | Board Member | — | ||
| Lorne Gretsinger | Board Member | — | ||
| Helen Macaulay | Board Member | — | ||
| Amanda Pollard | Board Member | — | ||
| Norm Duttweiler | Treasurer | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Norman Duttweiler | Board President | — | ||
| Kevin Thompson | Board President | — | ||
| Will Alvarado | Secretary | — | ||
| Ashtin Ashbrook | Board Member | — | ||
| Norman Duttweiler | Board President | — | ||
| Susan Gruttadauria | Secretary | — | ||
| Paul Berglund | Board Member | — | ||
| Brian Rotach | Board Member | — | ||
| Norman Duttweiler | Board President | — | ||
| Kevin Thompson | Board President | — | ||
| Susan Gruttadauria | Secretary | — |
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 14 points below the peer median (15 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 35.3% is above the 90th percentile for orgs of this size (healthy band: 18–22%).
What would change this score
The two changes that would most improve this score:
- Reduce top-officer compensation from 35.3% to under 22% of revenue — would move governance score by ~27 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.