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 | Hidden | Hidden | 41.3% | 26 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 44.1% | 27 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 92.7% | 24 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | 20.2% | 25 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JAKE VANDER LINDEN | Artistic Director | 15.1% of Rev | ||
| JAKE VANDER LINDEN | Artistic Director | 15.1% of Rev | ||
| KATE VANDER LINDEN | Board Member | 12.8% of Rev | ||
| KATE VANDER LINDEN | Board Member | 12.8% of Rev | ||
| TIM GRADY | BUSINESS MANAGER | 5.0% of Rev | ||
| TIM GRADY | BUSINESS MANAGER | 5.0% of Rev | ||
| RICHARD GRADY | Board President | — | ||
| MATT KOPEC | Secretary | — | ||
| SHAUN REPEPTO | Treasurer | — | ||
| RICHARD GRADY | Board President | — | ||
| MATT KOPEC | Secretary | — | ||
| SHAUN REPEPTO | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KATE VANDER LINDEN | Board Member | 8.3% of Rev | ||
| RICHARD GRADY | Board President | — | ||
| MATT KOPEC | Secretary | — | ||
| SHAUN REPEPTO | Treasurer | — |
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 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 35 → 26 over 5 years (declining by 9 points).
What's driving this score
- Comp-to-revenue ratio of 41.3% is well above the sector's 90th percentile (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:
- Reduce top-officer compensation from 41.3% to under 22% of revenue — would move governance score by ~39 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.