Institutional Maturation
What does this mean?
The gold standard. 10-year slow, steady, concurrent growth across Financial Health, Governance, and Program. Leadership is scaling their oversight and impact in lockstep.
The Path Forward
The Crown
A mandate to lead the sector. It encourages the organization to mentor emerging nonprofits and embark on generational capital projects, leveraging their profound stability.
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 | 8.2% | 50 | Fragile | Recovery | |
| 2022 | — | — | 12.8% | 48 | Fragile | Recovery | |
| 2021 | — | — | 10.8% | 46 | Fragile | Recovery | |
| 2020 | — | — | 12.9% | 42 | Fragile | Recovery | |
| 2019 | — | — | 17.8% | 37 | Financially Distressed | Decline Risk | |
| 2018 | — | — | 20.4% | 41 | Fragile | Gov Risk | |
| 2017 | — | — | 16.6% | 41 | Fragile | Recovery | |
| 2016 | — | — | 35.9% | 36 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 24.6% | 41 | Financially Distressed | Decline Risk | |
| 2014 | — | — | — | 25 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 36.0% | 32 | Critical Intervention Needed | Gov Risk | |
| 2012 | — | — | 42.3% | 36 | Critical Intervention Needed | Gov Risk | |
| 2011 | — | — | 34.5% | 42 | Critical Intervention Needed | Gov Risk |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Jane Jung | Executive Director | 4.2% of Rev | ||
| Sara Zatz | Board Member | 4.1% of Rev | ||
| John Chong | Artistic Director | — | ||
| Bruce Allardice | Executive Director | — | ||
| Cathy Barbash | Board Member | — | ||
| Amy Chin | Board President | — | ||
| Deirdre Valente | Board President | — | ||
| Kim Chan | Board Member | — | ||
| Lillian Cho | Treasurer | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Bruce Allardice | Executive Director | 4.4% of Rev | ||
| John Chong | Artistic Director | 3.1% of Rev | ||
| Cathy Barbash | Board Member | — | ||
| Amy Chin | Board President | — | ||
| Deirdre Valente | Board President | — | ||
| Kim Chan | Board Member | — | ||
| Lillian Cho | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Bruce Allardice | Executive Director | 4.2% of Rev | ||
| John Chong | Artistic Director | 3.4% of Rev | ||
| Cathy Barbash | Board Member | — | ||
| Amy Chin | Board President | — | ||
| Deirdre Valente | Board Member | — | ||
| Miranda Schiller | Secretary | — | ||
| Kim Chan | Board Member | — | ||
| Lillian Cho | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Bruce Allardice | Executive Director | 5.6% of Rev | ||
| John Chong | Artistic Director | 4.3% of Rev | ||
| Cathy Barbash | Board Member | — | ||
| Amy Chin | Board President | — | ||
| Deirdre Valente | Board Member | — | ||
| Miranda Schiller | Secretary | — | ||
| Kim Chan | Board Member | — | ||
| Lillian Cho | 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: Institutional Maturation
The gold standard. 10-year slow, steady, concurrent growth across Financial Health, Governance, and Program. Leadership is scaling their oversight and impact in lockstep.
What's driving this score
- Comp-to-revenue ratio of 8.2% sits within the sector's healthy band (18–22%).
- Net assets declined for 4 consecutive years of deficit spending; cash runway narrowing.
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.