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 |
|---|---|---|---|---|---|---|---|
| 2020 | Hidden | Hidden | 12.0% | 87 | Unknown | — | |
| 2019 | Hidden | Hidden | 12.0% | 91 | Unknown | — | |
| 2018 | Hidden | Hidden | 12.0% | 86 | Unknown | — | |
| 2017 | Hidden | Hidden | 12.0% | 95 | Unknown | — | |
| 2016 | Hidden | Hidden | 12.0% | 91 | Unknown | — | |
| 2015 | Hidden | Hidden | 12.0% | 89 | Unknown | — | |
| 2014 | Hidden | Hidden | 12.0% | 82 | Unknown | — | |
| 2013 | Hidden | Hidden | 12.0% | 84 | Unknown | — | |
| 2012 | Hidden | Hidden | 12.0% | 95 | Unknown | — | |
| 2011 | Hidden | Hidden | 12.0% | 83 | Unknown | — | |
| 2010 | Hidden | Hidden | 0.0% | 94 | Unknown | — |
Officer compensation history
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KARAKWENNENTA PETERSON MA | Board Member | — | ||
| DR JO-ANN S ROBINSON | Board Member | — | ||
| DR SYLVIA C BUTLER | Board Member | — | ||
| LUCINDA HESS MSW | Board Member | — | ||
| SUSAN ADAMS ELSE MS MED | Secretary | — | ||
| KIM A BLACKLOCK BA | Executive Director | — | ||
| DR ADRIENNE FABRIZIO | Treasurer | — |
Tax year 2020
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | 12.0% of Rev |
Tax year 2019
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | 9.1% of Rev |
Tax year 2018
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | 69.2% of Rev |
Tax year 2017
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | 324.8% of Rev |
Tax year 2016
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | 519.0% of Rev |
Tax year 2015
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | 465.0% of Rev |
Tax year 2014
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | 373.2% of Rev |
Tax year 2013
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | 1,053.5% of Rev |
Tax year 2012
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | 349.2% of Rev |
Tax year 2011
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | 2,009.3% of Rev |
Tax year 2010
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | 2,745.4% of Rev |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Fewer than 3 peers found in NY for this NTEE subcategory; peer comparison would not be statistically meaningful.
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
Overall score has gone from 91 → 87 over 5 years (declining by 4 points).
What's driving this score
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- 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.