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
27
Score
Governance
42
Score
Financial
25
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
2025
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 | 51.4% | 27 | Critical Intervention Needed | Gov Risk | |
| 2023 | — | — | 43.7% | 33 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 42.3% | 31 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | — | 45 | Fragile | Recovery | |
| 2020 | — | — | — | 44 | Fragile | Decline Risk | |
| 2019 | — | — | — | 48 | Fragile | Recovery | |
| 2018 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 41 | Fragile | Stable Watch | |
| 2016 | — | — | — | 41 | Fragile | Stable Watch | |
| 2015 | — | — | — | 41 | Fragile | Decline Risk | |
| 2014 | — | — | — | 49 | Fragile | Decline Risk | |
| 2013 | — | — | — | 57 | Fragile | Stable Watch | |
| 2012 | — | — | — | 57 | Fragile | Stable Watch | |
| 2011 | — | — | — | 57 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| STEVEN LANKENAU | Board President | — | ||
| MELINDA VARGA | Board President | — | ||
| KATHLEEN MARSH | Board President | — | ||
| SONYA KIM | Treasurer | — | ||
| ALEX SHAPIRO | Board Member | — | ||
| DANIEL DORFF | Board Member | — | ||
| DAVID FLACHS | Board Member | — | ||
| DEMETRIUS ROBINSON | Board Member | — | ||
| DENNIS TOBENSKI | Board Member | — | ||
| GEORGE MALOIAN | Board Member | — | ||
| IAN MCLOUGHLIN | Board Member | — | ||
| JAMES GRUPENHOFF | Board Member | — | ||
| JEFF SCHROEDL | Board Member | — | ||
| JOHN SHORNEY | Board Member | — | ||
| KAREN HEYMANN | Board Member | — | ||
| MARCO BERROCAL | Board Member | — | ||
| MATTHEW KEISER | Board Member | — | ||
| MEGHAN ROY CLEGG | Board Member | — | ||
| NORMAN RYAN | Board Member | — | ||
| PEGGY MONASTRA | Board Member | — | ||
| STEPHEN CULBERTSON | Board Member | — | ||
| KATHRYN KNIGHT | Secretary | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| STEVEN LANKENAU | Board President | — | ||
| MENDY VARGA | Board President | — | ||
| KATHLEEN MARSH | Board President | — | ||
| SONYA KIM | Treasurer | — | ||
| KATHRYN KNIGHT | Secretary | — | ||
| ALEX SHAPIRO | Board Member | — | ||
| DANIEL DORFF | Board Member | — | ||
| DAVID FLACHS | Board Member | — | ||
| DEMETRIUS ROBINSON | Board Member | — | ||
| DENNIS TOBENSKI | Board Member | — | ||
| GEORGE MALOIAN | Board Member | — | ||
| IAN MCLOUGHLIN | Board Member | — | ||
| JAMES GRUPENHOFF | Board Member | — | ||
| JEFF SCHROEDL | Board Member | — | ||
| JOHN SHORNEY | Board Member | — | ||
| KAREN HEYMANN | Board Member | — | ||
| MARCO BERROCAL | Board Member | — | ||
| MATTHEW KEISER | Board Member | — | ||
| NORMAL RYAN | Board Member | — | ||
| STEPHEN CULBERTSON | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SEAN PATRICK FLAHAVEN | Board President | — | ||
| ROBERT THOMPSON | Board President | — | ||
| KATHLEEN MARSH | Board President | — | ||
| SONYA KIM | Treasurer | — | ||
| TODD VUNDERINK | Secretary | — | ||
| KATHLEEN FERNANDES | Board Member | — | ||
| MATTHEW KEISER | Board Member | — | ||
| JEFF SCHROEDL | Board Member | — | ||
| MENDY VARGA | Board Member | — | ||
| MARCO BERROCAL | Board Member | — | ||
| DANIEL DORFF | Board Member | — | ||
| EUGENE CAPRIOGLIO | Board Member | — | ||
| CAROL CUELLAR | Board Member | — | ||
| STEPHEN CULBERTSON | Board Member | — | ||
| JOHN SHORNEY | Board Member | — | ||
| STEVEN LANKENAU | Board Member | — | ||
| CAROLINE KANE | Board Member | — | ||
| ROBERT THOMPSON | Board President | — | ||
| STEVEN LANKENAU | Board President | — | ||
| KATHLEEN MARSH | Board President | — | ||
| SONYA KIM | Treasurer | — | ||
| TODD VUNDERINK | Secretary | — | ||
| CAROLINE KANE | Board Member | — | ||
| DANIEL DORFF | Board Member | — | ||
| EUGENE CAPRIOGLIO | Board Member | — | ||
| IAN MCLOUGHLIN | Board Member | — | ||
| JAMES GRUPENHOFF | Board Member | — | ||
| JEFF SCHROEDL | Board Member | — | ||
| JOHN SHORNEY | Board Member | — | ||
| KATHRYN KNIGHT | Board Member | — | ||
| MARCO BERROCAL | Board Member | — | ||
| MATTHEW KEISER | Board Member | — | ||
| MENDY VARGA | Board Member | — | ||
| STEPHEN CULBERTSON | 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
25 / 100
weight 40%
Governance risk
42 / 100
weight 40%
Program scale
30 / 100
weight 20%
Overall
27 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 700 other orgs in NY with NTEE prefix A6.
Most-divergent component: governance score sits 8 points below the peer median (42 vs. 50).
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 51.4% is well above the sector's 90th percentile (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:
- Reduce top-officer compensation from 51.4% to under 22% of revenue — would move governance score by ~40 points.
- 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.