Steady State
Steady State
Market
Archetype
Mechanical
Natural
Tier
Developing
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
54
Score
Governance
42
Score
Financial
80
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 | 33.3% | 54 | Governance-Stressed | Gov Risk | |
| 2022 | — | — | — | 57 | Fragile | Recovery | |
| 2021 | — | — | 28.1% | 54 | Governance-Stressed | Recovery | |
| 2020 | — | — | 37.6% | 44 | Governance-Stressed | Gov Risk | |
| 2019 | — | — | 29.6% | 52 | Governance-Stressed | Recovery | |
| 2018 | — | — | — | 47 | Fragile | Stable Watch | |
| 2017 | — | — | — | 47 | Fragile | Recovery | |
| 2016 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 47 | Fragile | Stable Watch | |
| 2014 | — | — | — | 47 | Financially Distressed | Recovery | |
| 2013 | — | — | — | 45 | Financially Distressed | Decline Risk | |
| 2012 | — | — | — | 47 | Fragile | Recovery | |
| 2011 | — | — | — | 41 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Jane McPherson | Board Member | 37.4% of Rev | ||
| Hugh O'Gorman | Board President | — | ||
| Amy Herzberg | Board President | — | ||
| Gerald Glackin | Treasurer | — | ||
| David Bridel | Board Member | — | ||
| Peter Jay Fernandez | Board Member | — | ||
| Michele Shay | Board Member | — | ||
| Steven Rosenblatt | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Jane McPherson | Board Member | 33.3% of Rev | ||
| Hugh O'Gorman | Board President | — | ||
| Amy Herzberg | Board President | — | ||
| Gerald Glackin | Treasurer | — | ||
| Kenneth Noel Mitchell | Board Member | — | ||
| Peter Jay Fernandez | Board Member | — | ||
| Michele Shay | Board Member | — | ||
| Steven Rosenblatt | Board Member | — | ||
| David Bridel | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Jane McPherson | Board Member | 29.1% of Rev | ||
| Hugh O'Gorman | Board President | — | ||
| Amy Herzberg | Board President | — | ||
| Gerald Glackin | Treasurer | — | ||
| Kenneth Noel Mitchell | Board Member | — | ||
| Peter Jay Fernandez | Board Member | — | ||
| Michele Shay | Board Member | — | ||
| Steven Rosenblatt | Board Member | — | ||
| David Bridel | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Jane McPherson | Board Member | 27.0% of Rev | ||
| Hugh O'Gorman | Board President | — | ||
| Amy Herzberg | Board President | — | ||
| Gerald Glackin | Treasurer | — | ||
| Kenneth Noel Mitchell | Board Member | — | ||
| Peter Jay Fernandez | Board Member | — | ||
| Michele Shay | Board Member | — | ||
| Steven Rosenblatt | Board Member | — | ||
| David Bridel | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Jane McPherson | Board Member | 25.2% of Rev | ||
| Peter Jay Fernandez | Board Member | 1.7% of Rev | ||
| Kenneth Noel Mitchell | Board Member | 1.0% of Rev | ||
| Michele Shay | Board Member | 0.3% of Rev | ||
| Steven Rosenblatt | Board Member | — | ||
| Hugh O'Gorman | Board President | — | ||
| Amy Herzberg | Board President | — | ||
| Gerald Glackin | Treasurer | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
80 / 100
weight 40%
Governance risk
42 / 100
weight 40%
Program scale
30 / 100
weight 20%
Overall
54 / 100
Developing
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 700 other orgs in NY with NTEE prefix A6.
Most-divergent component: financial score sits 49 points above the peer median (80 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 33.3% is above the 90th percentile for orgs of this size (healthy band: 18–22%).
What would change this score
The two changes that would most improve this score:
- Reduce top-officer compensation from 33.3% to under 22% of revenue — would move governance score by ~23 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.