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 | — | — | 38.2% | 30 | Critical Intervention Needed | Gov Risk | |
| 2023 | — | — | — | 37 | Fragile | Recovery | |
| 2022 | — | — | 37.2% | 30 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 36.8% | 24 | Critical Intervention Needed | Gov Risk |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GILI MELAMED-LEV | Artistic Director | 38.2% of Rev | ||
| MATTHEW CAIN | CHAIRMAN | — | ||
| CRAIG BENDER | Treasurer | — | ||
| MARTINA DEIGNAN | Secretary | — | ||
| NICOLE FURNEE | Board Member | — | ||
| BARBARA LAX KRANZ | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GILI MELAMED-LEV | Artistic Director | 26.2% of Rev | ||
| GILI MELAMED-LEV | Artistic Director | 15.1% of Rev | ||
| MATT CAIN | CHAIRMAN | — | ||
| CRAIG BENDER | Treasurer | — | ||
| MARTINA DEIGNAN | Secretary | — | ||
| BJ JOHNSON | Board Member | — | ||
| NICOLE FURNEE | Board Member | — | ||
| MATT CAIN | CHAIRMAN | — | ||
| CRAIG BENDER | Treasurer | — | ||
| MARTINA DEIGNAN | Secretary | — | ||
| WILLIAM JOHNSON | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| WILLIAM JOHNSON | Board President | — | ||
| CRAIG BENDER | Treasurer | — | ||
| GILI MELAMED-LEV | Artistic Director | — | ||
| MARTINA DEIGNAN | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 24 other orgs in NY with NTEE prefix A9.
Most-divergent component: financial score sits 13 points below the peer median (30 vs. 43).
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 38.2% is above the 90th percentile for orgs of this size (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 38.2% to under 22% of revenue — would move governance score by ~32 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.