Steady State
Steady State
Market
Archetype
Mechanical
Natural
Tier
Priority Review
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
38
Score
Governance
50
Score
Financial
15
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 | — | 38 | Fragile | Stable Watch | |
| 2022 | — | — | 12.5% | 38 | Fragile | Decline Risk | |
| 2021 | — | — | 14.2% | 48 | Fragile | Recovery | |
| 2020 | — | — | 21.2% | 41 | Fragile | Recovery | |
| 2019 | — | — | — | 38 | Financially Distressed | Recovery | |
| 2018 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 17.4% | 37 | Financially Distressed | Recovery | |
| 2016 | — | — | 22.1% | 27 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 21.2% | 27 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 19.8% | 27 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | 21.9% | 27 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2010 | — | — | — | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| RIO SAKAIRI | Artistic Director | 8.6% of Rev | ||
| JANET LUHRS | Executive Director | 7.4% of Rev | ||
| MIRANDA DANUSUGONDO | Board Member | — | ||
| HANK O'NEAL | Board President | — | ||
| JAMES BROWNE | Board Member | — | ||
| DIANNE MCKEEVER | Board Member | — | ||
| JOHN MCCORMICK | Board President | — | ||
| JONATHAN CHIMENE | Treasurer | — | ||
| KEN KIMERLING | Board Member | — | ||
| MATTHEW COENY | Board Member | — | ||
| NOEL SILVERMAN | Board Member | — | ||
| DAN LEVY | Board Member | — | ||
| RONALD SCOTT | Board Member | — | ||
| SAM HAGLER | Secretary | — | ||
| PAVANI THAGIRISA | Board Member | — | ||
| LEZLIE HARRISON | Board Member | — | ||
| DONALD SHIRE | Board Member | — | ||
| PETER LOW | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JANET LUHRS | Executive Director | 6.0% of Rev | ||
| RIO SAKAIRI | Artistic Director | 5.6% of Rev | ||
| MIRANDA DANUSUGONDO | Board Member | — | ||
| HANK O'NEAL | Board President | — | ||
| JAMES BROWNE | Board Member | — | ||
| JOHN MCCORMICK | Board President | — | ||
| JONATHAN CHIMENE | Treasurer | — | ||
| KEN KIMERLING | Board Member | — | ||
| MATTHEW COENY | Board Member | — | ||
| NOEL SILVERMAN | Board Member | — | ||
| DAN LEVY | Board Member | — | ||
| RONALD SCOTT | Board Member | — | ||
| SAM HAGLER | Secretary | — | ||
| PAVANI THAGIRISA | Board Member | — | ||
| LEZLIE HARRISON | Board Member | — | ||
| DONALD SHIRE | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| RIO SAKAIRI | Artistic Director | 6.1% of Rev | ||
| JANET LUHRS | Executive Director | 5.6% of Rev | ||
| CHRISOPHER KIRSTEN | Board Member | — | ||
| HANK O'NEAL | Board President | — | ||
| JAMES BROWNE | Board Member | — | ||
| JOHN MCCORMICK | Board President | — | ||
| JONATHAN CHIMENE | Treasurer | — | ||
| KEN KIMERLING | Board Member | — | ||
| MATTHEW COENY | Board Member | — | ||
| NOEL SILVERMAN | Board Member | — | ||
| PAUL WEINSTEIN | Board Member | — | ||
| RONALD SCOTT | Board Member | — | ||
| SAM HAGLER | Secretary | — | ||
| WILLIAM MEYERHOFER | Board Member | — | ||
| PAVANI THAGIRISA | Board Member | — | ||
| LEZLIE HARRISON | Board Member | — | ||
| DONALD SHIRE | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| RIO SAKAIRI | Artistic Director | 5.2% of Rev | ||
| JANET LUHRS | Executive Director | 4.7% of Rev | ||
| CHRISOPHER KIRSTEN | Board Member | — | ||
| HANK O'NEAL | Board President | — | ||
| JAMES BROWNE | Board Member | — | ||
| JOHN MCCORMICK | Board President | — | ||
| JONATHAN CHIMENE | Treasurer | — | ||
| KEN KIMERLING | Board Member | — | ||
| MATTHEW COENY | Board Member | — | ||
| NOEL SILVERMAN | Board Member | — | ||
| PAUL WEINSTEIN | Board Member | — | ||
| RONALD SCOTT | Board Member | — | ||
| SAM HAGLER | Secretary | — | ||
| WILLIAM MEYERHOFER | Board Member | — | ||
| PAVANI THAGIRISA | Board Member | — | ||
| LEZLIE HARRISON | Board Member | — | ||
| DONALD SHIRE | 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
15 / 100
weight 40%
Governance risk
50 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
38 / 100
Priority Review
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: program score sits 29 points above the peer median (60 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
- 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).
Improving governance is a board decision. These are the levers.