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 | — | — | 28.2% | 46 | Governance-Stressed | Gov Risk | |
| 2022 | — | — | 20.1% | 51 | Fragile | Recovery | |
| 2021 | — | — | 39.0% | 36 | Fragile | Recovery | |
| 2020 | — | — | 41.6% | 34 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | 26.6% | 40 | Fragile | Recovery | |
| 2018 | — | — | 32.7% | 24 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 54.9% | 21 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 58.3% | 21 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 62.0% | 21 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 55.1% | 21 | Critical Intervention Needed | Gov Risk | |
| 2013 | — | — | 42.8% | 22 | Critical Intervention Needed | Gov Risk | |
| 2012 | — | — | 36.4% | 28 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | 39.5% | 32 | Critical Intervention Needed | Gov Risk |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| YEOU-CHENG MA | Executive Director | 9.9% of Rev | ||
| MICHAEL DADAP | Artistic Director | 9.3% of Rev | ||
| CYNTHIA DE LEON | Treasurer | 7.0% of Rev | ||
| FR DAVID LOWRY | Board President | — | ||
| ROLAND SHEN | Treasurer | — | ||
| DANIEL CHANG | Board Member | — | ||
| JUNE FENG | Board Member | — | ||
| JAMIE KIM-ROSS | Board Member | — | ||
| LILY H LI | Board Member | — | ||
| LOIDA NICOLAS-LEWIS | Board Member | — | ||
| LILY O'BOYLE | Board Member | — | ||
| REVELINO PASCUAL | Board Member | — | ||
| DR DANIEL F ROSES | Board Member | — | ||
| HELENE ROSES | Board Member | — | ||
| MATTHEW SULLIVAN | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| YEOU-CHENG MA | Executive Director | 9.8% of Rev | ||
| MICHAEL DADAP | Artistic Director | 9.3% of Rev | ||
| CYNTHIA DE LEON | Treasurer | 7.0% of Rev | ||
| FR DAVID LOWRY | Board President | — | ||
| ROLAND SHEN | Treasurer | — | ||
| DANIEL CHANG | Board Member | — | ||
| JUNE FENG | Board Member | — | ||
| JAMIE KIM-ROSS | Board Member | — | ||
| LILY H LI | Board Member | — | ||
| LOIDA NICOLAS-LEWIS | Board Member | — | ||
| LILY O'BOYLE | Board Member | — | ||
| REVELINO PASCUAL | Board Member | — | ||
| DR DANIEL F ROSES | Board Member | — | ||
| HELENE ROSES | Board Member | — | ||
| MATTHEW SULLIVAN | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHAEL DADAP | Artistic Director | 9.3% of Rev | ||
| YEOU-CHENG MA | Executive Director | 9.3% of Rev | ||
| CYNTHIA DE LEON | Treasurer | 7.0% of Rev | ||
| FR DAVID LOWRY | Board President | — | ||
| ROLAND SHEN | Treasurer | — | ||
| DANIEL CHANG | Board Member | — | ||
| JUNE FENG | Board Member | — | ||
| JAMIE KIM-ROSS | Board Member | — | ||
| LILY H LI | Board Member | — | ||
| LOIDA NICOLAS-LEWIS | Board Member | — | ||
| LILY O'BOYLE | Board Member | — | ||
| REVELINO PASCUAL | Board Member | — | ||
| DR DANIEL F ROSES | Board Member | — | ||
| HELENE ROSES | Board Member | — | ||
| MATTHEW SULLIVAN | 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 40 → 46 over 5 years (improving by 6 points).
What's driving this score
- Comp-to-revenue ratio of 28.2% is modestly above the sector's healthy band (18–22%) — worth monitoring.
What would change this score
The two changes that would most improve this score:
- Reduce top-officer compensation from 28.2% to under 22% of revenue — would move governance score by ~12 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.