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
36
Score
Governance
50
Score
Financial
20
Score
Program
30
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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | — | 36 | Financially Distressed | Recovery | |
| 2022 | — | — | — | 29 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 15.2% | 28 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 34.1% | 22 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 18.9% | 31 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | — | 25 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 25 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 25 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 29 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | — | 23 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 33 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BARBARA WALKER | Board President | — | ||
| JHONG KIM | CHAIRMAN | — | ||
| ALICE BERGERON | Board Member | — | ||
| ALAN AURELIA | ACTING TREASUER | — | ||
| JAMES CALDERON | Board Member | — | ||
| BARBARA WALKER | Board President | — | ||
| MYLES PAULSEN | Board Member | — | ||
| JHONG KIM | CHAIRMAN | — | ||
| RON COLBERT | Board Member | — | ||
| ALICE BERGERON | Board Member | — | ||
| ALAN - ARTHUR AURELIA | Board Member | — | ||
| ALAN AURELIA | ACTING TREASUER | — | ||
| LESLIE JAY | Board Member | — | ||
| JAMES CALDERON | Board Member | — | ||
| MYLES PAULSEN | Board Member | — | ||
| RON COLBERT | Board Member | — | ||
| ALAN - ARTHUR AURELIA | Board Member | — | ||
| LESLIE JAY | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ALAN - ARTHUR AURELIA | Board Member | 12.1% of Rev | ||
| ALAN - ARTHUR AURELIA | Board Member | 12.1% of Rev | ||
| LESLIE JAY | Board Member | 1.0% of Rev | ||
| LESLIE JAY | Board Member | 1.0% of Rev | ||
| ALICE BERGERON | Board Member | 0.6% of Rev | ||
| ALICE BERGERON | Board Member | 0.6% of Rev | ||
| BARBARA WALKER | Board President | — | ||
| JHONG KIM | CHAIRMAN | — | ||
| ALAN AURELIA | ACTING TREASUER | — | ||
| JENNA CALDERON | Board Member | — | ||
| MYLES PAULSEN | Board Member | — | ||
| RON COLBERT | Board Member | — | ||
| BARBARA WALKER | Board President | — | ||
| JHONG KIM | CHAIRMAN | — | ||
| ALAN AURELIA | ACTING TREASUER | — | ||
| JENNA CALDERON | Board Member | — | ||
| MYLES PAULSEN | Board Member | — | ||
| RON COLBERT | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Alan-Arthur Aurelia | Executive Director | 16.7% of Rev | ||
| Alan-Arthur Aurelia | Executive Director | 14.9% of Rev | ||
| Alan Aurelia | Artistic Director | 5.2% of Rev | ||
| Alan Aurelia | Artistic Director | 2.9% of Rev | ||
| Alice Bergeron | Executive Director | 2.3% of Rev | ||
| Alice Bergeron | Executive Director | 1.7% of Rev | ||
| Leslie Jay | Board Member | 1.4% of Rev | ||
| Leslie Jay | Board Member | 0.6% of Rev | ||
| Barbara Walker | Board President | — | ||
| Jhong Kim | Chairman | — | ||
| Jenna Calderon | Treasurer | — | ||
| Myles Paulson | Board Member | — | ||
| Ron Colbert | Board Member | — | ||
| Bonnie Fernandez | Board Member | — | ||
| Barbara Walker | Board President | — | ||
| Jhong Kim | Chairman | — | ||
| Jenna Calderon | Treasurer | — | ||
| Myles Paulson | Board Member | — | ||
| Ron Colbert | 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
20 / 100
weight 40%
Governance risk
50 / 100
weight 40%
Program scale
30 / 100
weight 20%
Overall
36 / 100
Priority Review
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 11 points below the peer median (20 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
- Net assets declined for 3 consecutive years of deficit spending; cash runway narrowing.
- 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.