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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 10.7% | 38 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 10.3% | 42 | Fragile | Decline Risk | |
| 2021 | — | — | 10.6% | 48 | Fragile | Recovery | |
| 2020 | — | — | 11.3% | 38 | Financially Distressed | Decline Risk | |
| 2019 | — | — | 8.9% | 40 | Financially Distressed | Decline Risk | |
| 2018 | — | — | 7.4% | 44 | Fragile | Recovery | |
| 2017 | — | — | 7.0% | 42 | Fragile | Recovery | |
| 2016 | — | — | 8.5% | 34 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 8.6% | 34 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 8.9% | 36 | Financially Distressed | Recovery | |
| 2013 | — | — | 9.8% | 36 | Financially Distressed | Decline Risk | |
| 2012 | — | — | 10.3% | 36 | Financially Distressed | Decline Risk | |
| 2011 | — | — | 8.5% | 44 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DALY FLANAGAN | Executive Dir. | 10.7% of Rev | ||
| KENNETH LINSNER | Board President | — | ||
| CHRISTINA BIAGGI PhD | Board Member | — | ||
| Mari Ogihara | Board Member | — | ||
| SAMUEL HARPS | Board Member | — | ||
| JOANN ZUCKER | Treasurer | — | ||
| NORMAN GALINSKY | Board Member | — | ||
| GARY GRAIFMAN Esq | Board Member | — | ||
| CAROL LUCKHARDT | Board Member | — | ||
| JOELLEN PUTTER | Board President | — | ||
| ROBERT CA SORENSEN PhD | Secretary | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DALY FLANAGAN | Executive Dir. | 10.1% of Rev | ||
| KENNETH LINSNER | Board President | — | ||
| CHRISTINA BIAGGI | Board Member | — | ||
| HARRIET CORNELL | Board Member | — | ||
| SAMUEL HARPS | Board Member | — | ||
| JO ANN ZUCKER | Treasurer | — | ||
| NORMAN GALINSKY | Board Member | — | ||
| GARY GRAIFMAN | Board Member | — | ||
| CAROL LUCKHARDT | Board Member | — | ||
| JOELLEN PUTTER | Board President | — | ||
| MICHAEL ZACK | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DALY FLANAGAN | Executive Dir. | 8.1% of Rev | ||
| KENNETH LISNER | Board President | — | ||
| CHRISTINA BIAGGI | Board Member | — | ||
| HARRIET CORNELL | Board Member | — | ||
| joann zucker | Board Member | — | ||
| MAGDA FRONEK | Treasurer | — | ||
| NORMAN GALINSKY | Board Member | — | ||
| GARY GRAIFMAN | Board Member | — | ||
| CAROL LUCKHARDT | Board Member | — | ||
| JOELLEN PUTTER | Board President | — | ||
| MICHAEL ZACK | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DALY FLANAGAN | Executive Dir. | 8.7% of Rev | ||
| KENNETH LISNER | Board President | — | ||
| CHRISTINA BIAGGI | Board Member | — | ||
| HARRIET CORNELL | Board Member | — | ||
| joann zucker | Board Member | — | ||
| MAGDA FRONEK | Treasurer | — | ||
| NORMAN GALINSKY | Board Member | — | ||
| GARY GRAIFMAN | Board Member | — | ||
| CAROL LUCKHARDT | Board Member | — | ||
| JOELLEN PUTTER | Board President | — | ||
| MICHAEL ZACK | Board Member | — |
Score breakdown
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
- Comp-to-revenue ratio of 10.7% sits within the sector's 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:
- 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.