Acute Stabilization
What does this mean?
A successful crisis intervention. After hitting the Priority Review risk tier, the organization demonstrates consecutive years of Financial Score recovery paired with Governance Score improvement.
The Path Forward
The Dawn
Institutionalizes the emergency protocols that saved the organization. It locks in new, rigorous governance policies to prevent a relapse into crisis.
Title
Representative Institutions
Institutional Epochs
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2023 | Hidden | Hidden | — | 37 | Fragile | Recovery | |
| 2022 | — | — | 26.3% | 22 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 30.7% | 22 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | 19.5% | 24 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | 18.5% | 24 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 16.9% | 27 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 38 | Financially Distressed | Recovery | |
| 2016 | — | — | — | 34 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 36 | Financially Distressed | Recovery | |
| 2014 | — | — | 4.5% | 32 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 3.1% | 35 | Financially Distressed | Decline Risk | |
| 2012 | — | — | 5.1% | 30 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | 3.1% | 37 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GARY PAI | CHAIRMAN | — | ||
| JOANNE W LAWSON | Treasurer | — | ||
| CARL M ELLISON | Board Member | — | ||
| KAREN ARTZ ASH | Board Member | — | ||
| EDITH M DUPUY | Board Member | — | ||
| RUTH FERGUSON | Board Member | — | ||
| JOANNA A GROSSMAN | Board Member | — | ||
| DANIEL M HUBERT | Board Member | — | ||
| COREY KINGER | Board Member | — | ||
| CHRISTOPHER WOGAS | Board Member | — | ||
| MICHAEL F COLOSI | CHAIRMAN EMERITUS | — | ||
| MICHAEL ROOS | Board Member | — | ||
| MELINDA KELLY | Board Member | — | ||
| DAVID MUNKITTRICK | Secretary | — | ||
| DARIN ARITA | Board Member | — | ||
| ROBERT CARPENTER | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHAEL F COLOSI ESQ | CHAIRMAN | — | ||
| JOANNE W LAWSON | Treasurer | — | ||
| CARL M ELLISON | Board Member | — | ||
| KAREN ARTZ ASH | Board Member | — | ||
| EDITH M DUPUY | Board Member | — | ||
| RUTH FERGUSON | Board Member | — | ||
| JOANNA A GROSSMAN | Board Member | — | ||
| DANIEL M HUBERT | Board Member | — | ||
| COREY KINGER | Board Member | — | ||
| ANNE LEE | Board Member | — | ||
| GARY PAI | Secretary | — | ||
| BETTE S RICE | Board Member | — | ||
| MICHAEL ROOS | Board Member | — | ||
| MELINDA KELLY | Board Member | — | ||
| GARY PAI | CHAIRMAN | — | ||
| JOANNE W LAWSON | Treasurer | — | ||
| CARL M ELLISON | Board Member | — | ||
| KAREN ARTZ ASH | Board Member | — | ||
| EDITH M DUPUY | Board Member | — | ||
| RUTH FERGUSON | Board Member | — | ||
| JOANNA A GROSSMAN | Board Member | — | ||
| DANIEL M HUBERT | Board Member | — | ||
| COREY KINGER | Board Member | — | ||
| CHRISTOPHER WOGAS | Board Member | — | ||
| MICHAEL F COLOSI | CHAIRMAN EMERITUS | — | ||
| ALAIN OBADIA | Board Member | — | ||
| MICHAEL ROOS | Board Member | — | ||
| MELINDA KELLY | Board Member | — | ||
| DAVID MUNKITTRICK | Secretary | — | ||
| DARIN ARITA | Board Member | — | ||
| ROBERT CARPENTER | Board Member | — |
Score breakdown
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: financial score sits 32 points below the peer median (20 vs. 52).
5-year trend: Acute Stabilization
A successful crisis intervention. After hitting the Priority Review risk tier, the organization demonstrates consecutive years of Financial Score recovery paired with Governance Score improvement.
Overall score has gone from 24 → 37 over 5 years (improving by 13 points). A multi-year directional move of this magnitude is a signal worth investigating.
What's driving this score
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- 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:
- 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.