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 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 31.3% | 46 | Fragile | Gov Risk | |
| 2022 | — | — | 24.1% | 44 | Governance-Stressed | Gov Risk | |
| 2021 | — | — | 43.6% | 33 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 47.6% | 41 | Governance-Stressed | Gov Risk | |
| 2019 | — | — | 37.3% | 33 | Critical Intervention Needed | Gov Risk | |
| 2018 | — | — | 35.4% | 32 | Critical Intervention Needed | Gov Risk | |
| 2017 | — | — | 44.0% | 38 | Critical Intervention Needed | Gov Risk | |
| 2016 | — | — | 38.5% | 40 | Critical Intervention Needed | Gov Risk | |
| 2015 | — | — | 40.8% | 40 | Critical Intervention Needed | Gov Risk | |
| 2014 | — | — | 30.0% | 48 | Governance-Stressed | Recovery | |
| 2013 | — | — | 33.4% | 46 | Governance-Stressed | Recovery | |
| 2012 | — | — | 27.8% | 42 | Critical Intervention Needed | Gov Risk | |
| 2011 | — | — | 29.7% | 50 | Governance-Stressed | Gov Risk |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANNA BAILEY | Executive Director | 37.8% of Rev |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANNA BAILEY | Executive Director | 31.3% of Rev |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANNA BAILEY | Executive Director | 28.7% of Rev |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANNA BAILEY | Executive Director | 26.1% of Rev |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANNA BAILEY | Executive Director | 40.7% of Rev |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 699 other orgs in NY with NTEE prefix A6.
Most-divergent component: financial score sits 19 points above the peer median (50 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 31.3% is above the 90th percentile for orgs of this size (healthy band: 18–22%).
- Two consecutive years of deficit spending.
What would change this score
The two changes that would most improve this score:
- Reduce top-officer compensation from 31.3% to under 22% of revenue — would move governance score by ~19 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.