Steady State
Steady State
Market
Archetype
Mechanical
Natural
Tier
Developing
Trajectory Thumbprint
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.
The Stewardship
Institutional Health Scores
5-yr trend: Steady State ↑
Overall
55
Score
Governance
58
Score
Financial
50
Score
Program
60
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
Financial Era
Governance Era
Trajectory Era
Steady State
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2023 | — | — | 4.2% | 55 | Fragile | Recovery | |
| 2022 | — | — | 7.7% | 52 | Fragile | Gov Risk | |
| 2021 | — | — | 13.6% | 40 | Financially Distressed | Decline Risk | |
| 2020 | — | — | 14.0% | 42 | Financially Distressed | Decline Risk | |
| 2019 | — | — | 16.6% | 42 | Financially Distressed | Decline Risk | |
| 2018 | — | — | 15.8% | 44 | Fragile | Decline Risk | |
| 2017 | — | — | 11.2% | 48 | Financially Distressed | Decline Risk | |
| 2016 | — | — | 3.6% | 55 | Fragile | Decline Risk | |
| 2015 | — | — | 5.2% | 54 | Fragile | Decline Risk | |
| 2014 | — | — | 8.2% | 50 | Financially Distressed | Decline Risk | |
| 2013 | — | — | 4.1% | 55 | Fragile | Decline Risk | |
| 2012 | — | — | 2.0% | 55 | Fragile | Recovery | |
| 2011 | — | — | 10.4% | 32 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JASON T BUSCH | Executive Director | 2.7% of Rev | ||
| KATHLEEN HAYES | CHIEF FINANCIAL OFFICER | 1.6% of Rev | ||
| STEPHANIE LEVINSON | DIR. OF RETAIL OPERATION | 1.1% of Rev | ||
| AUDREY HECKLER | Board President | — | ||
| BARBARA L GORDON | Board Member | — | ||
| BRETT A ROBBINS | Treasurer | — | ||
| BRIAN DONNELLY | Board Member | — | ||
| EDWARD V BLANCHARD JR | CHAIRMAN | — | ||
| ELIZABETH V WARREN | Board President | — | ||
| GAIL WRIGHT SIRMANS | Board Member | — | ||
| JANE A SHALLAT | Board Member | — | ||
| KARIN FIELDING | Board Member | — | ||
| LAURA PARSONS | CHAIRMAN | — | ||
| LAWRENCE B BENENSON | Board Member | — | ||
| LESLIE SEEMAN | Board Member | — | ||
| LUCY C DANZIGER | Board President | — | ||
| PETER RAPAPORT | Board Member | — | ||
| ROBERTA S TERKOWITZ | Secretary | — | ||
| SABIHA AL KHEMIR | Board Member | — | ||
| TAD MARTIN | Board Member | — | ||
| BRUCE J WENDEL | Treasurer | — | ||
| JULIA ALEXANDER | Board Member | — | ||
| LUC M VOLATIER | Board Member | — | ||
| SEOL PARK | Board Member | — | ||
| WILLET BRACKEN EVANS | Board Member | — | ||
| BEN Z COHEN | Board Member | — | ||
| DAVID DE LUCA | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JASON T BUSCH | Executive Director | 2.5% of Rev | ||
| KATHLEEN HAYES | CHIEF FINANCIAL OFFICER | 1.5% of Rev | ||
| STEPHANIE LEVINSON | DIR OF RETAIL OPERATIONS | 1.1% of Rev | ||
| AUDREY HECKLER | Board President | — | ||
| BARBARA L GORDON | Board Member | — | ||
| BRETT A ROBBINS | Treasurer | — | ||
| BRIAN DONNELLY | Board Member | — | ||
| BRUCE J WENDEL | Board Member | — | ||
| EDWARD V BLANCHARD JR | CHAIRMAN | — | ||
| ELIZABETH V WARREN | Board President | — | ||
| GAIL WRIGHT SIRMANS | Board Member | — | ||
| JANE A SHALLAT | Board Member | — | ||
| JOYCE B CORWIN | Board Member | — | ||
| JULIA ALEXANDER | Board Member | — | ||
| KARIN FIELDING | Board Member | — | ||
| LAURA PARSONS | Board Member | — | ||
| LAWRENCE B BENENSON | Board Member | — | ||
| LESLIE SEEMAN | Board Member | — | ||
| LUC M VOLATIER | Board Member | — | ||
| LUCY C DANZIGER | Board President | — | ||
| PETER RAPAPORT | Board Member | — | ||
| RENEE SOTO | Board Member | — | ||
| ROBERTA S TERKOWITZ | Secretary | — | ||
| SABIHA AL KHEMIR | Board Member | — | ||
| SEOL PARK | Board Member | — | ||
| TAD MARTIN | Board Member | — | ||
| WILLET BRACKEN EVANS | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JASON T BUSCH | Executive Director | 2.5% of Rev | ||
| KATHLEEN HAYES | CHIEF FINANCIAL OFFICER | 1.5% of Rev | ||
| STACY C HOLLANDER | Artistic Director | 1.2% of Rev | ||
| STEPHANIE LEVINSON | Board Member | 1.1% of Rev | ||
| AUDREY HECKLER | Board President | — | ||
| BARBARA L GORDON | Secretary | — | ||
| BRETT A ROBBINS | Treasurer | — | ||
| BRIAN DONNELLY | Board Member | — | ||
| DAVID GORDON | Board Member | — | ||
| DAVID GRAFF | Board Member | — | ||
| EDWARD V BLANCHARD JR | Board President | — | ||
| ELIZABETH V WARREN | Board President | — | ||
| GAIL WRIGHT SIRMANS | Board Member | — | ||
| JACQUELINE FOWLER | Board Member | — | ||
| JANE A SHALLAT | Board Member | — | ||
| JENNIFER DEASON | Board Member | — | ||
| JOYCE B CORWIN | Board Member | — | ||
| KARIN FIELDING | Board Member | — | ||
| LAURA PARSONS | CHAIRMAN | — | ||
| LAWRENCE B BENENSON | Board Member | — | ||
| LESLIE SEEMAN | Board Member | — | ||
| LUCY C DANZIGER | Board President | — | ||
| PETER RAPAPORT | Board Member | — | ||
| RENEE SOTO | Board Member | — | ||
| ROBERTA S TERKOWITZ | Board Member | — | ||
| SABIHA AL KHEMIR | Board Member | — | ||
| TAD MARTIN | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
50 / 100
weight 40%
Governance risk
58 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
55 / 100
Developing
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 38 other orgs in NY with NTEE prefix A5.
Most-divergent component: program score sits 16 points above the peer median (60 vs. 44).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
Overall score has gone from 42 → 55 over 5 years (improving by 13 points). A multi-year directional move of this magnitude is a signal worth investigating.
What's driving this score
- Comp-to-revenue ratio of 4.2% sits within the sector's healthy band (18–22%).
- 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.