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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 38.9% | 44 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | — | 47 | Fragile | Stable Watch | |
| 2021 | — | — | — | 45 | Fragile | Stable Watch | |
| 2020 | — | — | — | 47 | Fragile | Recovery | |
| 2019 | — | — | — | 43 | Financially Distressed | Decline Risk | |
| 2018 | — | — | — | 47 | Fragile | Stable Watch | |
| 2017 | — | — | — | 47 | Fragile | Stable Watch | |
| 2016 | — | — | — | 51 | Fragile | Recovery | |
| 2015 | — | — | — | 37 | Financially Distressed | Stable Watch | |
| 2014 | — | — | — | 37 | Financially Distressed | Decline Risk | |
| 2013 | — | — | — | 43 | Financially Distressed | Decline Risk | |
| 2012 | — | — | — | 47 | Fragile | Recovery | |
| 2011 | — | — | 57.6% | 22 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Laura Livingston | Artistic Director | 35.9% of Rev | ||
| Michael Durkin | Treasurer | 3.0% of Rev | ||
| Monica Anderson | Board President | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Laura Livingston | Artistic Director | 35.9% of Rev | ||
| Michael Durkin | Treasurer | 3.0% of Rev | ||
| Monica Anderson | Board President | — |
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: financial score sits 24 points above the peer median (55 vs. 31).
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 38.9% is above the 90th percentile for orgs of this size (healthy band: 18–22%).
What would change this score
The two changes that would most improve this score:
- Reduce top-officer compensation from 38.9% to under 22% of revenue — would move governance score by ~34 points.
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
Improving governance is a board decision. These are the levers.