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 | 10.7% | 44 | Financially Distressed | Decline Risk | |
| 2022 | — | — | — | 52 | Fragile | Stable Watch | |
| 2021 | — | — | — | 55 | Fragile | Recovery | |
| 2020 | — | — | — | 51 | Fragile | Recovery | |
| 2019 | — | — | — | 45 | Fragile | Recovery | |
| 2018 | — | — | — | 40 | Fragile | Recovery | |
| 2017 | — | — | — | 34 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 42 | Fragile | Recovery | |
| 2015 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 5.8% | 34 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | 7.7% | 36 | Financially Distressed | Recovery | |
| 2010 | — | — | — | 35 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Barbara Lythcott | Executive Director | 3.8% of Rev | ||
| Jonathan McCrory | Artistic Director | 3.7% of Rev | ||
| Barbara Koegel | COO | 3.3% of Rev | ||
| Cleo Wade | Board Member | — | ||
| Michelle Wilson | Board Member | — | ||
| David Alan Grier | Board Member | — | ||
| Leslie Odom Jr | Board Member | — | ||
| Zoe Kravitz | Board Member | — | ||
| De'Ara Balenger | Board Member | — | ||
| Anthony Roth Costanzo | Board Member | — | ||
| Tracey Ryans | Board Member | — | ||
| Jonathan Wiggins | Board Member | — | ||
| Alia Jones-Harvey | Board Member | — | ||
| Denise Bradley-Tyson | Board Member | — | ||
| Van Jones | Board Member | — | ||
| Michael F Lythcott | Board Chairman | — | ||
| Velma Banks | Secretary | — | ||
| Linara Davidson | Treasurer | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Robert Harvey | Board Member | — | ||
| Cleo Wade | Board Member | — | ||
| Michelle Wilson | Board Member | — | ||
| David Alan Grier | Board Member | — | ||
| Van Jones | Board Member | — | ||
| Zoe Kravitz | Board Member | — | ||
| Michael F Lythcott | Board Chairman | — | ||
| Velma Banks | Secretary | — | ||
| Linara D Greenidge | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| William Strickland | Board Member | — | ||
| Cleo Wade | Board Member | — | ||
| Michelle Wilson | Board Member | — | ||
| David Allen Grier | Board Member | — | ||
| Van Jones | Board Member | — | ||
| Zoe Kravitz | Board Member | — | ||
| Michael F Lythcott | Board Chairman | — | ||
| Velma Banks | Secretary | — | ||
| Linara D Greenidge | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| William Strickland | Board Member | — | ||
| Cleo Wade | Board Member | — | ||
| Michelle Wilson | Board Member | — | ||
| David Allen Grier | Board Member | — | ||
| Van Jones | Board Member | — | ||
| Zoe Kravitz | Board Member | — | ||
| Michael F Lythcott | Board Chairman | — | ||
| Velma Banks | Secretary | — | ||
| Linara Davidson | Treasurer | — |
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: program score sits 31 points above the peer median (60 vs. 29).
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 10.7% 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.