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
33
Score
Governance
45
Score
Financial
10
Score
Program
60
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
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 | 18.5% | 33 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 9.2% | 48 | Fragile | Recovery | |
| 2021 | — | — | 11.0% | 39 | Fragile | Recovery | |
| 2020 | — | — | 41.9% | 28 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | 17.6% | 32 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 26.4% | 19 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 13.9% | 28 | Critical Intervention Needed | Gov Risk | |
| 2016 | — | — | 40.5% | 23 | Critical Intervention Needed | Gov Risk | |
| 2015 | — | — | 1.6% | 55 | Fragile | Recovery | |
| 2014 | — | — | 8.1% | 30 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 11.8% | 29 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 8.0% | 34 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| AARON MCKINNEY | Board President | 15.8% of Rev | ||
| REGINA CHAN | Treasurer | — | ||
| LAUREN DEGEORGE | Board Member | — | ||
| DAVID G LUTHER JR | Board Member | — | ||
| FARRAH HOLDER | Board Member | — | ||
| SARAH KEECH | Board President | — | ||
| ZENOBIA LOCKHART | Secretary | — | ||
| CONSTANCE MORTELL | Board Member | — | ||
| REGINALD BOOKER | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| AARON MCKINNEY | Executive Dir. | 18.5% of Rev | ||
| CONSTANCE MORTELL | Board Member | — | ||
| REGINALD BOOKER | Treasurer | — | ||
| REGINA CHAN | Board Member | — | ||
| LAUREN DEGEORGE | Board Member | — | ||
| DAVID G LUTHER JR | Board Member | — | ||
| MARIANNA SCHAFFER | Board Member | — | ||
| FARRAH HOLDER | Board Member | — | ||
| SARAH KEECH | Board President | — | ||
| ZENOBIA LOCKHART | Secretary | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| AARON MCKINNEY | Executive Director | 14.9% of Rev | ||
| CONSTANCE MORTELL | Board President | — | ||
| REGINALD BOOKER | Treasurer | — | ||
| REGINA CHAN | Board Member | — | ||
| LAUREN DEGEORGE | Board Member | — | ||
| LINDA SEPTIEN | Board Member | — | ||
| DAVID LUTHER JR | Board Member | — | ||
| MARIANNA SCHAFFER | Board Member | — | ||
| LENISE LOGAN | Board Member | — | ||
| FARRAH HOLDER | Board Member | — | ||
| SARAH KEECH | Board Member | — | ||
| ZENOBIA LOCKHART | Board Member | — | ||
| SHANEAH TAYLOR | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| RAYMOND CODRINGTON | Executive Director | 15.6% of Rev | ||
| AARON MCKINNEY | Executive Director | 10.6% of Rev | ||
| HANNA STUBLEFIELD-TAVE | DEVELOPMENT MANAGER | 9.0% of Rev | ||
| CONSTANCE MORTELL | Board President | — | ||
| REGINALD BOOKER | Treasurer | — | ||
| REGINA CHAN | Board Member | — | ||
| LINDA SEPTIEN | Board Member | — | ||
| DAVID LUTHER JR | Board Member | — | ||
| MARIANNA SCHAFFER | Board Member | — | ||
| LENISE LOGAN | Board Member | — | ||
| FARRAH HOLDER | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| RAYMOND CODRINGTON | Executive Director | 15.0% of Rev | ||
| CONSTANCE MORTELL | Board President | — | ||
| REGINALD BOOKER | Treasurer | — | ||
| DARSHINI REDDIVI | Secretary | — | ||
| FARRAH HOLDER | Board Member | — | ||
| LENISE LOGAN | Board Member | — | ||
| REGINA CHAN | Board Member | — | ||
| LINDA SEPTIEN | Board Member | — | ||
| ROBERT EVERETT WOLIN | 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
10 / 100
weight 40%
Governance risk
45 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
33 / 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: 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 18.5% 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:
- 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.