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 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | — | 48 | Fragile | Recovery | |
| 2022 | — | — | 7.9% | 44 | Fragile | Recovery | |
| 2021 | — | — | — | 42 | Fragile | Stable Watch | |
| 2020 | — | — | 8.8% | 44 | Fragile | Recovery | |
| 2019 | — | — | 13.4% | 42 | Fragile | Recovery | |
| 2018 | — | — | 14.2% | 38 | Financially Distressed | Recovery | |
| 2017 | — | — | 12.2% | 36 | Financially Distressed | Recovery | |
| 2016 | — | — | 12.0% | 34 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 9.6% | 34 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 7.2% | 30 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 16.4% | 27 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 22.4% | 29 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 26.7% | 28 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| AMY PIANTAGGINI | Artistic Director | 11.3% of Rev | ||
| HILARY ARONOW | Board President | — | ||
| HOWARD TURNER | ADVISORY | — | ||
| JACKIE JOYNER | Board Member | — | ||
| KATHERINE KING | Board President | — | ||
| JAY STEELE | Board Member | — | ||
| ERIN JACOBS | Board Member | — | ||
| MICHAEL MALWITZ | Treasurer | — | ||
| MICHELE GARGAN | Board Member | — | ||
| STEVEN WALDINGER | Board Member | — | ||
| STEVEN MEYERS | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| AMY PIANTAGGINI | Artistic Director | 7.7% of Rev | ||
| HILLARY ARONOW | Secretary | — | ||
| HOWARD TURNER | Board President | — | ||
| JACKIE JOYNER | Board Member | — | ||
| JANE TURNER | Board Member | — | ||
| JAY STEELE | Board Member | — | ||
| KATHRYN MALWITZ | Board Member | — | ||
| MICHAEL MALWITZ | Treasurer | — | ||
| MICHELE GARGAN | Board Member | — | ||
| STEVEN WALDINGER | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Amy Piantaggini | Artistic Director | 7.7% of Rev | ||
| Hilary Aronow | Secretary | — | ||
| Howard Turner | Board President | — | ||
| Jackie Joyner | Board Member | — | ||
| Jane Turner | Board Member | — | ||
| Jay Steele | Board Member | — | ||
| Kathryn Malwitz | Board Member | — | ||
| Michael Malwitz | Treasurer | — | ||
| Michele Gargan | Board Member | — | ||
| Steven Waldinger | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 184 other orgs in CT with NTEE prefix A6.
Most-divergent component: program score sits 32 points above the peer median (60 vs. 28).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
What's driving this score
- Two consecutive years of deficit spending.
What would change this score
The two changes that would most improve this score:
- Stabilize program expenses or grow earned-income revenue to break the consecutive-deficit pattern (~8 points to financial score).
Improving governance is a board decision. These are the levers.