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 | 14.2% | 42 | Fragile | Stable Watch | |
| 2023 | — | — | — | 39 | Fragile | Recovery | |
| 2022 | — | — | 17.5% | 37 | Fragile | Decline Risk | |
| 2021 | — | — | — | 43 | Fragile | Recovery | |
| 2020 | — | — | — | 40 | Financially Distressed | Recovery | |
| 2019 | — | — | — | 41 | Fragile | Stable Watch | |
| 2018 | — | — | — | 41 | Fragile | Stable Watch | |
| 2017 | — | — | — | 41 | Fragile | Decline Risk | |
| 2016 | — | — | — | 51 | Fragile | Recovery | |
| 2015 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 103.0% | 22 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 25 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Joan Kretschmer | Artistic Director | 9.4% of Rev | ||
| Reggie Bahl | Executive Director | 4.7% of Rev | ||
| Ambrose Richardson III | Board President | — | ||
| Deborah Hamilton | Treasurer | — | ||
| Janusz Kaleta | Board Member | — | ||
| Wei-Jen Yuan | Chairman | — | ||
| Sigrid Fenton Schafer | Board Member | — | ||
| Brian Schnabel | Secretary | — | ||
| Tamra Eker | Board Member | — | ||
| Jessie Wang | Board Member | — | ||
| Alice Leopold-Benintendi | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOAN KRETSCHMER | Secretary | 8.8% of Rev | ||
| Seisei Tatebe-Goddu | Board Member | — | ||
| Ambrose Richardson III | Board President | — | ||
| Brian Schnabel | Board Member | — | ||
| Yujie Wu | Board Member | — | ||
| RICHARD LUBMAN | Treasurer | — | ||
| DELIA BRU | Board Member | — | ||
| DIDI SCHAFER | BOARD MEMEBER | — | ||
| MICHELE PESNER | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DELIA BRU | Board Member | — | ||
| JOAN KRETSCHMER | Board Member | — | ||
| RICHARD LUBMAN A | Treasurer | — | ||
| MICHELE PESNER | Board Member | — | ||
| DIDI SCHAFER | BOARD MEMEBER | — | ||
| RICHARD LUBMAN | Board Member | — |
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 14.2% sits within the sector's healthy band (18–22%).
- Two consecutive years of deficit spending.
- 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).
- 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.