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
45
Score
Financial
0
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 | — | — | 23.9% | 23 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | — | 25 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 12.8% | 31 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 26.0% | 26 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | 33.5% | 26 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 34.9% | 28 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 39 | Fragile | Recovery | |
| 2016 | — | — | — | 37 | Financially Distressed | Recovery | |
| 2015 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | — | 29 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | — | 27 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 27 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2010 | — | — | — | 25 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| NICO SIMONI | Executive Director | 41.5% of Rev | ||
| NICO SIMONI | Executive Director | 23.9% of Rev | ||
| BEVERLY-GARCIA ANDERSON | Board President | — | ||
| DR LYNNE OPITZ | VICE PRESIDE | — | ||
| MARGARET HARRINGTON EDD | Secretary | — | ||
| LARRY ANDERSON | Treasurer | — | ||
| CHARLES DESTEFANO | Board Member | — | ||
| GEORGE SIEGHARDT | Board Member | — | ||
| WILLIAM HIGGINS | Board Member | — | ||
| DR SUDEEP ARCHARYA | Board Member | — | ||
| TIMOTHY O'BRIEN | Board Member | — | ||
| BEVERLY-GARCIA ANDERSON | Board President | — | ||
| DR LYNNE OPITZ | VICE PRESIDE | — | ||
| MARGARET HARRINGTON EDD | Secretary | — | ||
| LARRY ANDERSON | Treasurer | — | ||
| CHARLES DESTEFANO | Board Member | — | ||
| GEORGE SIEGHARDT | Board Member | — | ||
| WILLIAM HIGGINS | Board Member | — | ||
| DR SUDEEP ARCHARYA | Board Member | — | ||
| TIMOTHY O'BRIEN | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JEFF GAAL | Executive Director | 13.9% of Rev | ||
| HELAINE DANDREA | Board President | — | ||
| BEVERLY-GARCIA ANDERSON | 2ND VICE PRE | — | ||
| MARGARET HARRINGTON EDD | Secretary | — | ||
| CHARLES DESTEFANO | Board Member | — | ||
| BARBARA TALLON-REILLY | Board Member | — | ||
| GEORGE SIEGHARDT | Board Member | — | ||
| DR LYNNE OPITZ | Board Member | — | ||
| WILLIAM HIGGINS | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| FRANK SAULLE | EXECUTIVE DI | 48.0% of Rev | ||
| MARGARET VENTRUDO | EXECUTIVE DI | 16.4% of Rev | ||
| HELAINE DANDREA | Board President | — | ||
| ERNIE SMITH | 1ST VICE PRE | — | ||
| BEVERLY-GARCIA ANDERSON | 2ND VICE PRE | — | ||
| MARGARET HARRINGTON EDD | Secretary | — | ||
| CHARLES DESTEFANO | Board Member | — | ||
| BARBARA TALLON-REILLY | Board Member | — | ||
| GEORGE SIEGHARDT | Board Member | — | ||
| DR LYNNE OPITZ | Board Member | — | ||
| WILLIAM HIGGINS | Board Member | — | ||
| JEFF GAAL | Executive Director | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARGARET VENTRUDO | EXECUTIVE DI | 59.7% of Rev | ||
| HELAINE DANDREA | Board President | — | ||
| MARGARET HARRINGTON EDD | Secretary | — | ||
| LOUIS PILLARELLA | VICE PRESIDE | — | ||
| JEFF GAAL | Treasurer | — | ||
| BEVERLY-GARCIA ANDERSON | PAST-PRESIDE | — | ||
| CHARLES DESTEFANO | Board Member | — | ||
| BARBARA TALLON-REILLY | Board Member | — | ||
| GEORGE SIEGHARDT | Board Member | — | ||
| ERNIE SMITH | Board Member | — |
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
45 / 100
weight 40%
Program scale
30 / 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 38 other orgs in NY with NTEE prefix A5.
Most-divergent component: financial score sits 37 points below the peer median (0 vs. 37).
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 23.9% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- 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.