Steady State
Steady State
Market
Archetype
Mechanical
Natural
Tier
Developing
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
47
Score
Governance
45
Score
Financial
40
Score
Program
60
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 | Hidden | Hidden | 15.5% | 47 | Fragile | Stable Watch | |
| 2022 | — | — | 14.8% | 48 | Fragile | Stable Watch | |
| 2021 | — | — | 14.8% | 48 | Fragile | Recovery | |
| 2020 | — | — | 15.7% | 37 | Financially Distressed | Decline Risk | |
| 2019 | — | — | 15.3% | 41 | Fragile | Recovery | |
| 2018 | — | — | 19.1% | 37 | Financially Distressed | Decline Risk | |
| 2017 | — | — | 18.4% | 41 | Fragile | Stable Watch | |
| 2016 | — | — | 20.5% | 41 | Fragile | Gov Risk | |
| 2015 | — | — | 22.4% | 41 | Fragile | Gov Risk | |
| 2014 | — | — | 22.3% | 47 | Fragile | Recovery | |
| 2013 | — | — | 21.5% | 41 | Fragile | Recovery | |
| 2012 | — | — | 17.3% | 33 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | 45.1% | 28 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JENNA CITRON SCHWAB | Executive Director | 15.2% of Rev | ||
| ARNOLD FRANKLIN | Board Member | — | ||
| ZOHAR BACHIRY | Board Member | — | ||
| MURIEL GOLDBERG | Board President | — | ||
| ELLEN KOPPELMAN | Board Member | — | ||
| JOAN LOREN | Board Member | — | ||
| YASMIN PINHASOV-MALAEV | Board Member | — | ||
| DANIEL SHULMAN | Treasurer | — | ||
| ARIEL TAVOR | Board Member | — | ||
| DANIEL TAVAKOLI | Board President | — | ||
| ERIKA WITOVER | Board President | — | ||
| JOSHUA FRANKEL | Board Member | — | ||
| LILY SOMMER | Board Member | — | ||
| PAUL KERBEL | Board Member | — | ||
| ABBY BIESMAN | Board Member | — | ||
| SHANIE REICHMAN | Board Member | — | ||
| JOSEPH STERN | Board Member | — | ||
| HILLEL WALLICK | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JENNA CITRON SCHWAB | Executive Director | 15.5% of Rev | ||
| ILENE EDER | Secretary | — | ||
| ARNOLD FRANKLIN | Board Member | — | ||
| ZOHAR BACHIRY | Board Member | — | ||
| MURIEL GOLDBERG | Board President | — | ||
| BOBI KLOTZ | Board Member | — | ||
| ELLEN KOPPELMAN | Board Member | — | ||
| NICKI KORNBLUTH | Board Member | — | ||
| JOAN LOREN | Board Member | — | ||
| YASMIN PINHASOV-MALAEV | Board Member | — | ||
| DANIEL SHULMAN | Treasurer | — | ||
| ARIEL TAVOR | Board Member | — | ||
| DANIEL TAVAKOLI | Board President | — | ||
| HOWARD WALLICK | Board President | — | ||
| ERIKA WITOVER | Board President | — | ||
| JOSHUA FRANKEL | Board Member | — | ||
| LILY SOMMER | Board Member | — | ||
| PAUL KERBEL | Board Member | — | ||
| ABBY BIESMAN | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Jenna Citron Schwab | Executive Director | 13.2% of Rev | ||
| Ilene Eder | Secretary | — | ||
| Arnold Franklin | Board Member | — | ||
| Zohar Bachiry | Board Member | — | ||
| Muriel Goldberg | Board President | — | ||
| Bobi Klotz | Board Member | — | ||
| Ellen Koppelman | Board Member | — | ||
| Nicki Kornbluth | Board Member | — | ||
| Joan Loren | Board Member | — | ||
| Yasmin Pinhasov-Malaev | Board Member | — | ||
| Daniel Shulman | Treasurer | — | ||
| Ariel Tavor | Board Member | — | ||
| Daniel Tavakoli | Board President | — | ||
| Howard Wallick | Board Member | — | ||
| Erika Witover | Board President | — | ||
| Joshua Frankel | Board Member | — | ||
| Lily Sommer | Board Member | — | ||
| Paul Kerbel | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Jenna Citron Schwab | Executive Director | 11.9% of Rev | ||
| Ilene Eder | Secretary | — | ||
| Arnold Franklin | Board Member | — | ||
| Zohar Bachiry | Board Member | — | ||
| Muriel Goldberg | Board President | — | ||
| Bobi Klotz | Board Member | — | ||
| Ellen Koppelman | Board Member | — | ||
| Nicki Kornbluth | Board Member | — | ||
| Joan Loren | Board Member | — | ||
| Yasmin Pinhasov-Malaev | Board Member | — | ||
| Daniel Shulman | Board Member | — | ||
| Ariel Tavor | Board Member | — | ||
| Daniel Tavakoli | Treasurer | — | ||
| Howard Wallick | Board President | — | ||
| Erika Witover | Board President | — | ||
| Joshua Frankel | Board Member | — | ||
| Lily Sommer | 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
40 / 100
weight 40%
Governance risk
45 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
47 / 100
Developing
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 1,227 other orgs in NY with NTEE prefix A6.
Most-divergent component: program score sits 31 points above the peer median (60 vs. 29).
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 15.5% 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.