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 | — | — | 34.0% | 38 | Governance-Stressed | Recovery | |
| 2023 | — | — | — | 37 | Financially Distressed | Recovery | |
| 2022 | — | — | 105.3% | 32 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | — | 37 | Fragile | Decline Risk | |
| 2020 | — | — | — | 41 | Fragile | Decline Risk | |
| 2019 | — | — | — | 45 | Fragile | Recovery | |
| 2018 | — | — | — | 39 | Fragile | Recovery | |
| 2017 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | — | 23 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Ruth Lewis | Artistic Director | 34.0% of Rev | ||
| Laura Thomley | Board President | — | ||
| Janet Tucci | Board President | — | ||
| Debra Sachs | Treasurer | — | ||
| Rachel Bhattacharyya | Secretary | — | ||
| Joyce Dewsbury | Board Member | — | ||
| Michelle Manderino | Board Member | — | ||
| Cynthia Granger | Board Member | — | ||
| Karen Martin | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Ruth Lewis | Artistic Director | 34.0% of Rev | ||
| Laura Thomley | Board President | — | ||
| Janet Tucci | Board President | — | ||
| Michelle Manderino | Treasurer | — | ||
| Lynne Loewenthal | Secretary | — | ||
| Karen Martin | Board Member | — | ||
| Joyce Dewsbury | Board Member | — | ||
| Cynthia Granger | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 244 other orgs in FL with NTEE prefix A6.
Most-divergent component: program score sits 27 points below the peer median (5 vs. 32).
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 34.0% is above the 90th percentile for orgs of this size (healthy band: 18–22%).
- Two consecutive years of deficit spending.
What would change this score
The two changes that would most improve this score:
- Reduce top-officer compensation from 34.0% to under 22% of revenue — would move governance score by ~24 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.