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 | 22.3% | 47 | Fragile | Gov Risk | |
| 2023 | — | — | 26.4% | 50 | Governance-Stressed | Recovery | |
| 2022 | — | — | 25.2% | 46 | Governance-Stressed | Recovery | |
| 2021 | — | — | 68.9% | 34 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 28.2% | 38 | Fragile | Gov Risk | |
| 2019 | — | — | — | 49 | Fragile | Stable Watch | |
| 2018 | — | — | — | 49 | Fragile | Stable Watch | |
| 2017 | — | — | — | 49 | Fragile | Stable Watch | |
| 2016 | — | — | — | 45 | Fragile | Recovery | |
| 2015 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 39 | Fragile | Decline Risk | |
| 2013 | — | — | — | 49 | Fragile | Recovery | |
| 2012 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | — | 23 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BRIAN DRUTMAN | Board Member | — | ||
| PAMELA SINGLETON | Treasurer | — | ||
| ANDREW GORDON | Board President | — | ||
| GEDDETH SMITH | Board Member | — | ||
| PETER VAN DYKE | Secretary | — | ||
| RUFUS COLLINS | Board Member | — | ||
| JAMES WILSON | Board Member | — | ||
| TIM REDMOND | Board President | — | ||
| MICHAEL GERBINO | Artistic Director | — | ||
| SHANA FARR | Board Member | — | ||
| ELIZABETH JACKSON | Board Member | — | ||
| LINDA DUPREE | DEVELOPMENT | — | ||
| MAUREEN ROGERS | Board Member | — | ||
| JAMES ECKERLE | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BRIAN DRUTMAN | Board Member | — | ||
| PAMELA SINGLETON | Treasurer | — | ||
| ANDREW GORDON | Board President | — | ||
| GEDDETH SMITH | Board Member | — | ||
| PETER VAN DYKE | Secretary | — | ||
| KEN GLICKFELD | Board Member | — | ||
| RUFUS COLLINS | Board Member | — | ||
| JAMES WILSON | Board Member | — | ||
| TIM REDMOND | Board President | — | ||
| MICHAEL GERBINO | Artistic Director | — | ||
| SHANA FARR | Board Member | — | ||
| ELIZABETH JACKSON | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| AMELIA BATHKE | Secretary | 22.5% of Rev | ||
| BRIAN DRUTMAN | Board President | — | ||
| PAMELA SINGLETON | Treasurer | — | ||
| MARY HORNER | Board Member | — | ||
| ANDREW GORDON | Board President | — | ||
| GEDDETH SMITH | Board Member | — | ||
| KEN GLICKFELD | Board Member | — | ||
| RUFUS COLLINS | Board Member | — | ||
| JAMES WILSON | Board Member | — | ||
| TIM REDMOND | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| AMELIA BATHKE | Secretary | 13.6% of Rev | ||
| BRIAN DRUTMAN | Board President | — | ||
| PAMELA SINGLETON | Treasurer | — | ||
| MARY HORNER | Board Member | — | ||
| ANDREW GORDON | Board President | — | ||
| GEDDETH SMITH | Board Member | — | ||
| KEN GLICKFELD | Board Member | — | ||
| RUFUS COLLINS | Board Member | — | ||
| JAMES WILSON | Board Member | — |
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: financial score sits 19 points above the peer median (50 vs. 31).
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 22.3% 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- Reduce top-officer compensation from 22.3% to under 22% of revenue — would move governance score by ~5 points.
Improving governance is a board decision. These are the levers.