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
23
Score
Governance
55
Score
Financial
0
Score
Program
15
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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 7.5% | 23 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | — | 29 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 23.5% | 27 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | — | 32 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 11.6% | 29 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | 9.3% | 30 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 9.3% | 32 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 10.4% | 29 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 10.1% | 29 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 8.3% | 30 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | 9.6% | 30 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 10.3% | 29 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | 10.8% | 31 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| STELLA YOON | Executive Director | 15.8% of Rev | ||
| NATHAN MCLAUGHLIN | Board Member | — | ||
| ELENA MOSLEY | Board President | — | ||
| ADRIANNE PIERCE | Secretary | — | ||
| SHANATIA BYGRAVE | Board Member | — | ||
| ANTHONY DESANTIS | Board Member | — | ||
| MARYA WARSHAW | Board President | — | ||
| KATHARINE DAUGHERTY | Treasurer | — | ||
| VERONICA KLAUS | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARLINE MARTIN | Executive Director | 11.5% of Rev | ||
| BETH SCHNECK | Executive Director | 3.8% of Rev | ||
| WILLIAM L DEANE | Board Member | — | ||
| DEENA LEBOW | Secretary | — | ||
| ELENA MOSLEY | Board President | — | ||
| LAURA SEGALL | Board Member | — | ||
| SHEILA TRAUTMAN | Board Member | — | ||
| STEPHANIE MONSEU | Board President | — | ||
| MAUREEN SAGER RESIGNED 52722 | Board Member | — | ||
| ANTHONY DESANTIS | Treasurer | — | ||
| SOPHIE HENDERSON | Executive Director | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID SLUTZKY | CHAIRMAN EMERITUS | — | ||
| WILLIAM L DEANE | Board Member | — | ||
| DEENA LEBOW | Board President | — | ||
| BETH SCHNECK | Secretary | — | ||
| JEFF FRIEDMAN | Board Member | — | ||
| ELENA MOSLEY | Board Member | — | ||
| LAURA SEGALL | Board Member | — | ||
| SHEILA TRAUTMAN | Board Member | — | ||
| STEPHANIE MONSEU | Board Member | — | ||
| JEFFREY LEPENDORF | Board President | — | ||
| MAUREEN SAGER | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID SLUTZKY | CHAIRMAN EMERITUS | — | ||
| WILLIAM L DEANE | Board Member | — | ||
| DEENA LEBOW | Board President | — | ||
| BETH SCHNECK | Secretary | — | ||
| JEFF FRIEDMAN | Board Member | — | ||
| ELENA MOSLEY | Board Member | — | ||
| LAURA SEGALL | Board Member | — | ||
| SHEILA TRAUTMAN | Board Member | — | ||
| STEPHANIE MONSEU | Board Member | — | ||
| JEFFREY LEPENDORF | Board President | — | ||
| MAUREEN SAGER | 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
0 / 100
weight 40%
Governance risk
55 / 100
weight 40%
Program scale
15 / 100
weight 20%
Overall
23 / 100
Priority Review
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: financial score sits 31 points below the peer median (0 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 7.5% 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.