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 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2023 | — | — | — | 42 | Fragile | Recovery | |
| 2022 | — | — | 1,297.9% | 29 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 49.5% | 40 | Governance-Stressed | Recovery | |
| 2020 | — | — | — | 43 | Fragile | Recovery | |
| 2019 | — | — | 43.8% | 28 | Critical Intervention Needed | Gov Risk | |
| 2018 | — | — | — | 37 | Fragile | Decline Risk | |
| 2017 | — | — | — | 39 | Financially Distressed | Recovery | |
| 2016 | — | — | — | 37 | Fragile | Recovery | |
| 2015 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | — | 21 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 31 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MEG BURTON TUDDMAN | Board Member | 19.6% of Rev | ||
| JULIANA ATHAYDE | Board Member | 7.3% of Rev | ||
| ERIK BEHR | Board Member | 7.3% of Rev | ||
| DONALD HUNSBERGER | Chairman | — | ||
| LINDA GILLIM | Board President | — | ||
| INGRID STANLIS | Board President | — | ||
| ELIZABETH RICE | Board President | — | ||
| DENNIS ROSENBAUM | Treasurer | — | ||
| FRANCES MARX | Secretary | — | ||
| JULI ELLIOT | Board Member | — | ||
| TODD GUNTHER | Board President | — | ||
| MARTIN O'TOOLE | Board Member | — | ||
| DUFFY PALMER | Board Member | — | ||
| MARK SCATTERDAY | Board Member | — | ||
| DAVID TEMPERLEY | Board Member | — | ||
| OCTAVIO VASQUEZ | Board Member | — | ||
| ERIC ZEISSE | Board Member | — | ||
| TEMPERLEY MAYA | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MEG BURTON TUDDMAN | Board Member | 20.5% of Rev | ||
| JULIANA ATHAYDE | Board Member | 7.3% of Rev | ||
| ERIK BEHR | Board Member | 7.3% of Rev | ||
| DONALD HUNSBERGER | Chairman | — | ||
| LINDA GILLIM | Board President | — | ||
| INGRID STANLIS | Board President | — | ||
| ELIZABETH RICE | Board President | — | ||
| DENNIS ROSENBAUM | Treasurer | — | ||
| FRANCES MARX | Secretary | — | ||
| JULI ELLIOT | Board Member | — | ||
| TODD GUNTHER | Board President | — | ||
| MARTIN O'TOOLE | Board Member | — | ||
| DUFFY PALMER | Board Member | — | ||
| MARK SCATTERDAY | Board Member | — | ||
| DAVID TEMPERLEY | Board Member | — | ||
| OCTAVIO VASQUEZ | Board Member | — | ||
| ERIC ZEISSE | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MEG BURTON TUDDMAN | Board Member | 19.6% of Rev | ||
| JULIANA ATHAYDE | Artistic Director | 7.3% of Rev | ||
| ERIK BEHR | Artistic Director | 7.3% of Rev | ||
| DONALD HUNSBERGER | CHAIRMAN | — | ||
| LINDA GILLIM | Board President | — | ||
| INGRID STANLIS | Treasurer | — | ||
| BETSY RICE | Vice President | — | ||
| DENNIS ROSENBAUM | Treasurer | — | ||
| FRANCES MARX | Secretary | — | ||
| JULI ELLIOT | Board Member | — | ||
| TODD GUNTHER | Board Member | — | ||
| MARTIN O'TOOLE | 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: financial score sits 1 points below the peer median (30 vs. 31).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
Overall score has gone from 43 → 32 over 5 years (declining by 11 points). A multi-year directional move of this magnitude is a signal worth investigating.
What's driving this score
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- 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.