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 |
|---|---|---|---|---|---|---|---|
| 2023 | — | — | 16.8% | 28 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 9.6% | 39 | Fragile | Recovery | |
| 2021 | — | — | 26.7% | 29 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 37.0% | 17 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | 21.4% | 24 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 16.6% | 31 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 8.9% | 36 | Financially Distressed | Recovery | |
| 2016 | — | — | 13.5% | 25 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 12.6% | 35 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 9.9% | 32 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 6.4% | 36 | Financially Distressed | Recovery | |
| 2012 | — | — | 9.8% | 27 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | 11.2% | 27 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ROBERT OST | Board President | 16.7% of Rev | ||
| COURTNEY SWEETING | Secretary | — | ||
| CHERYL DAVIS | Treasurer | — | ||
| SANFORD SILVERBERG | Board President | — | ||
| PATRICK BLAKE | PRODUCER, WRITER | — | ||
| MERRIE L DAVIS | PRODUCER | — | ||
| NEAL RUBINSTEIN | PRODUCER | — | ||
| JOHN LANT | Board Member | — | ||
| MARGOT ASTRACHAN | PRODUCER | — | ||
| STEPHANIE ROSENBERG | PRODUCER | — | ||
| JANEL SCARBOROUGH | PRODUCER | — | ||
| SCOTT SICKLE | PLAYWRIGHT | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ROBERT OST | Board President | 15.5% of Rev | ||
| GARY HUGHES | CO-FOUNDER | 9.8% of Rev | ||
| COURTNEY SWEETING | Secretary | — | ||
| CHERYL DAVIS | Board President | — | ||
| STANFORD SILVERBERG | Board President | — | ||
| MARI CARRAS | TRASURER | — | ||
| CAROL DANOFF | Board Member | — | ||
| PATRICK BLAKE | PRODUCER, WRITER | — | ||
| MERRIE L DAVIS | PRODUCER | — | ||
| NEAL RUBENSTEIN | PRODUCER | — | ||
| CHERYL WIESENFELD | PRODUCER | — | ||
| JOHN LANT | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 146 other orgs in NY with NTEE prefix A2.
Most-divergent component: financial score sits 16 points below the peer median (15 vs. 31).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
Overall score has gone from 24 → 28 over 5 years (improving by 4 points).
What's driving this score
- Comp-to-revenue ratio of 16.8% 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- 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.