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 | — | — | 7.3% | 32 | Critical Intervention Needed | Recovery | |
| 2023 | Hidden | Hidden | — | 41 | Fragile | Recovery | |
| 2022 | — | — | 4.6% | 42 | Fragile | Recovery | |
| 2021 | — | — | 13.0% | 24 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 9.8% | 32 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 35.9% | 17 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 14.2% | 24 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 11.7% | 35 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 39 | Financially Distressed | Recovery | |
| 2015 | — | — | 1.9% | 38 | Financially Distressed | Recovery | |
| 2014 | — | — | — | 33 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PAUL BREWSTER MCGINLEY | Secretary | 7.3% of Rev | ||
| EMILY MILLER | Board President | — | ||
| NATALIA ARMOZA | Treasurer | — | ||
| EVAN GOLDFINE | Board Member | — | ||
| RACHAEL GRACE HOLMES | Board Member | — | ||
| LINDA JACKSON | Board Member | — | ||
| ZACK MORGENSTERN | Board Member | — | ||
| TRACIE MICHELLE MURPHY | Board Member | — | ||
| JULIE ALBERT | Board Member | — | ||
| OLIVIA JONES | Board President | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PAUL MCGINLEY | Board Member | 5.4% of Rev | ||
| OLIVIA JONES | Board President | — | ||
| EMILY MILLER | Board President | — | ||
| HELEN PERERA | Board President | — | ||
| JONATHAN SHMIDT CHAPMAN | Board President | — | ||
| EDITH DEMAS | Secretary | — | ||
| JEREMY DEWEY | Treasurer | — | ||
| JULIE ALBERT | Board Member | — | ||
| EVAN GOLDFINE | Board Member | — | ||
| NATALIA ARMOZA | Board Member | — | ||
| RACHAEL GRACE HOLMES | Board Member | — | ||
| LINDA JACKSON | Board Member | — | ||
| ZACK MORGENSTERN | Board Member | — | ||
| TRACIE MICHELLE MURPHY | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PAUL MCGINLEY | Board Member | 5.4% of Rev | ||
| ANDREW PETERSEN | Artistic Director | 1.2% of Rev | ||
| ROSE LAMOUREUX | Treasurer | 0.8% of Rev | ||
| HELEN PERERA | Board President | — | ||
| JONATHAN SHMIDT CHAPMAN | Board President | — | ||
| EDITH DEMAS | Secretary | — | ||
| JEREMY DEWEY | Treasurer | — | ||
| EMILY MILLER | Board Member | — | ||
| EVA VAN DOK PINKLEY | Board Member | — | ||
| AMY BUCHANAN | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANDREW PETERSEN | Artistic Director | 7.4% of Rev | ||
| ROSE LAMOUREUX | Treasurer | 6.5% of Rev | ||
| PAUL BREWSTER | Board Member | 5.9% of Rev | ||
| JONATHAN SHMIDT CHAPMAN | Board President | 0.2% of Rev | ||
| HELEN PERERA | Board President | — | ||
| EDITH DEMAS | Secretary | — | ||
| JEREMY DEWEY | Treasurer | — | ||
| EMILY MILLER | Board Member | — | ||
| EVA VAN DOK PINKLEY | Board Member | — | ||
| AMY BUCHANAN | 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 26 points below the peer median (5 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 7.3% sits within the sector's 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:
- 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.