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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | — | — | 19.1% | 41 | Fragile | Gov Risk | |
| 2023 | — | — | — | 41 | Financially Distressed | Decline Risk | |
| 2022 | — | — | — | 46 | Financially Distressed | Decline Risk | |
| 2021 | — | — | — | 43 | Financially Distressed | Decline Risk | |
| 2019 | — | — | — | 47 | Fragile | Decline Risk | |
| 2018 | — | — | — | 47 | Fragile | Decline Risk | |
| 2017 | — | — | — | 47 | Fragile | Decline Risk | |
| 2016 | — | — | — | 49 | Fragile | Decline Risk | |
| 2015 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 0.1% | 32 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | 6.8% | 30 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 3.8% | 32 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | — | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Sekou Branch | Executive Director | 14.4% of Rev | ||
| Vernon | Williams | 4.7% of Rev |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Sekou Saiku Branch | Executive Director | 11.5% of Rev | ||
| Vernon William | Board Member | 5.8% of Rev | ||
| Sekou Branch | Executive Director | — | ||
| Vernon Williams | Board Member | — | ||
| Ivan Kazembe Rogers | Board President | — | ||
| Apani Smith | Treasurer | — | ||
| James J Williams | Board Member | — | ||
| Sonia Diaz | Secretary | — | ||
| Greg Barnch | Board President | — |
Score breakdown
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 20 points above the peer median (50 vs. 30).
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 19.1% sits within the sector's healthy band (18–22%).
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).
Improving governance is a board decision. These are the levers.