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
48
Score
Governance
42
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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 27.1% | 48 | Governance-Stressed | Gov Risk | |
| 2022 | — | — | 26.2% | 48 | Governance-Stressed | Recovery | |
| 2021 | — | — | 28.3% | 46 | Governance-Stressed | Gov Risk | |
| 2020 | — | — | 36.2% | 46 | Governance-Stressed | Gov Risk | |
| 2019 | — | — | 25.0% | 48 | Governance-Stressed | Recovery | |
| 2018 | — | — | 20.8% | 45 | Governance-Stressed | Gov Risk | |
| 2017 | — | — | 21.5% | 45 | Governance-Stressed | Gov Risk | |
| 2016 | — | — | 22.7% | 45 | Governance-Stressed | Gov Risk | |
| 2015 | — | — | 18.1% | 47 | Fragile | Stable Watch | |
| 2014 | — | — | 15.4% | 47 | Fragile | Recovery | |
| 2013 | — | — | 14.4% | 44 | Financially Distressed | Recovery | |
| 2012 | — | — | 16.8% | 51 | Fragile | Stable Watch | |
| 2011 | — | — | 16.4% | 51 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHAEL LAWRENCE | Executive Director | 17.9% of Rev | ||
| MARYA MARTIN | Artistic Director | 9.4% of Rev | ||
| KENNETH S DAVIDSON | CHAIRMAN | — | ||
| JUDITH LITTLE | Board Member | — | ||
| ANNE GILCHRIST HALL | Board Member | — | ||
| HELEN MEATES | Treasurer | — | ||
| SANDRA R MEYER | Board Member | — | ||
| PAIGE L NAGLE | Board Member | — | ||
| KATHERYN C PATTERSON | Board Member | — | ||
| JOSEPH L RICE III | Board Member | — | ||
| ARLENE ALDA | Board Member | — | ||
| PAUL B GRIDLEY | Board Member | — | ||
| STEVEN N RAPPAPORT | Board Member | — | ||
| ANA R DANIEL | Board Member | — | ||
| BILLY HULT | Board Member | — | ||
| JOYCE MENSCHEL | Board Member | — | ||
| EDWARD D BURKE JR | Board Member | — | ||
| GABRIELLA SULTANIK ELGHANAYAN | Board Member | — | ||
| FRANCI J BLASSBERG | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHAEL LAWRENCE | Executive Director | 17.7% of Rev | ||
| MARYA MARTIN | Artistic Director | 7.2% of Rev | ||
| KENNETH S DAVIDSON | CHAIRMAN | — | ||
| JUDITH LITTLE | Board Member | — | ||
| ANNE GILCHRIST HALL | Board Member | — | ||
| HELEN MEATES | Treasurer | — | ||
| SANDRA R MEYER | Board Member | — | ||
| PAIGE L NAGLE | Board Member | — | ||
| KATHERYN C PATTERSON | Board Member | — | ||
| JOSEPH L RICE III | Board Member | — | ||
| PETER P D' ANGELO | Board Member | — | ||
| ARLENE ALDA | Board Member | — | ||
| PAUL B GRIDLEY | Board Member | — | ||
| STEVEN N RAPPAPORT | Board Member | — | ||
| ANA R DANIEL | Board Member | — | ||
| BILLY HULT | Board Member | — | ||
| JOYCE MENSCHEL | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHAEL LAWRENCE | Executive Director | 16.2% of Rev | ||
| MARYA MARTIN | Artistic Director | 5.1% of Rev | ||
| KENNETH S DAVIDSON | CHAIRMAN | — | ||
| JUDITH LITTLE | Board Member | — | ||
| ANNE GILCHRIST HALL | Board Member | — | ||
| HELEN MEATES | Treasurer | — | ||
| SANDRA R MEYER | Board Member | — | ||
| PAIGE L NAGLE | Board Member | — | ||
| KATHERYN C PATTERSON | Board Member | — | ||
| JOSEPH L RICE III | Board Member | — | ||
| PETER P D' ANGELO | Board Member | — | ||
| ARLENE ALDA | Board Member | — | ||
| PAUL B GRIDLEY | Board Member | — | ||
| STEVEN N RAPPAPORT | Board Member | — | ||
| ANA R DANIEL | Board Member | — | ||
| BILLY HULT | Board Member | — | ||
| JOYCE MENSCHEL | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHAEL LAWRENCE | Executive Director | 16.1% of Rev | ||
| MARYA MARTIN | Artistic Director | 5.3% of Rev | ||
| KENNETH S DAVIDSON | CHAIRMAN | — | ||
| JUDITH LITTLE | Board Member | — | ||
| ANNE GILCHRIST HALL | Board Member | — | ||
| HELEN MEATES | Treasurer | — | ||
| SANDRA R MEYER | Board Member | — | ||
| PAIGE L NAGLE | Board Member | — | ||
| KATHERYN C PATTERSON | Board Member | — | ||
| JOSEPH L RICE III | Board Member | — | ||
| PETER P D' ANGELO | Board Member | — | ||
| ARLENE ALDA | Board Member | — | ||
| PAUL B GRIDLEY | Board Member | — | ||
| STEVEN N RAPPAPORT | Board Member | — | ||
| ANA R DANIEL | 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
42 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
48 / 100
Developing
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 27.1% is modestly above the sector's healthy band (18–22%) — worth monitoring.
What would change this score
The two changes that would most improve this score:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- Reduce top-officer compensation from 27.1% to under 22% of revenue — would move governance score by ~10 points.
Improving governance is a board decision. These are the levers.