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
49
Score
Governance
58
Score
Financial
35
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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 2.1% | 49 | Fragile | Stable Watch | |
| 2022 | — | — | 3.2% | 51 | Fragile | Decline Risk | |
| 2021 | — | — | 5.3% | 58 | Fragile | Recovery | |
| 2020 | — | — | 4.9% | 47 | Financially Distressed | Decline Risk | |
| 2019 | — | — | 5.2% | 50 | Fragile | Decline Risk | |
| 2018 | — | — | 4.4% | 55 | Fragile | Recovery | |
| 2017 | — | — | 4.9% | 51 | Fragile | Decline Risk | |
| 2016 | — | — | 4.1% | 55 | Fragile | Recovery | |
| 2015 | — | — | 6.0% | 50 | Fragile | Decline Risk | |
| 2014 | — | — | 4.5% | 59 | Fragile | Recovery | |
| 2013 | — | — | 4.6% | 49 | Financially Distressed | Decline Risk | |
| 2012 | — | — | 6.2% | 50 | Fragile | Stable Watch | |
| 2011 | — | — | 5.7% | 50 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JAMES LEMONS | EXECUTIVE DI | 2.6% of Rev | ||
| TERESA BRADY | Board Member | — | ||
| CHERYL BRAUNSTEIN | Board Member | — | ||
| MARYLOU BROWN | Board Member | — | ||
| ADELE CONNORS | Board President | — | ||
| MIKE FOOTE | Secretary | — | ||
| SARAH GALVIN | Board Member | — | ||
| JOAN GIGNOUX | Board Member | — | ||
| DEBBIE HEIDECORN | VICE PRESIDE | — | ||
| JENNIFER JENNINGS | Board Member | — | ||
| CATHY JOHNSTON | Treasurer | — | ||
| TAMMY LOEWY | Board Member | — | ||
| NANCY MASTER | Board Member | — | ||
| CATHY MCGRAW | Board Member | — | ||
| MARGIE PHILO | Board Member | — | ||
| DALE SKIVINGTON | Board Member | — | ||
| TRACY SMITH | Board President | — | ||
| MICHAEL TARDIF | Board Member | — | ||
| DENJA WEIBRECHT | Board Member | — | ||
| ALLIE WITHEE | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JAMES LEMONS | EXECUTIVE DI | 2.1% of Rev | ||
| JAMES LEMONS | EXECUTIVE DI | 1.2% of Rev | ||
| CHERYL BRAUNSTEIN | Board Member | — | ||
| MARYLOU BROWN | Board Member | — | ||
| ADELE CONNORS | Board President | — | ||
| KATHY DAGGETT | Board Member | — | ||
| MATTHEW FISHER | Board Member | — | ||
| MIKE FOOTE | Secretary | — | ||
| SARAH GALVIN | Board Member | — | ||
| JOAN GIGNOUX | Board Member | — | ||
| DEBBIE HEIDECORN | VICE PRESIDE | — | ||
| TRACEY LEGAT HOWE | Board Member | — | ||
| JENNIFER JENNINGS | Board Member | — | ||
| CATHY JOHNSTON | Treasurer | — | ||
| TAMMY LOEWY | Board Member | — | ||
| NANCY MASTER | Board Member | — | ||
| JUDY MEAGHER | Board Member | — | ||
| DARCY NORFOLK | Board Member | — | ||
| JOEL PELLER | Board Member | — | ||
| MARGIE PHILO | Board Member | — | ||
| DALE SKIVINGTON | Board Member | — | ||
| TRACY SMITH | Board President | — | ||
| MARYLOU BROWN | VICE PRESIDE | — | ||
| ADELE CONNORS | Board President | — | ||
| KATHY DAGGETT | Board Member | — | ||
| MATTHEW FISHER | Board Member | — | ||
| MIKE FOOTE | Secretary | — | ||
| SARAH GALVIN | Board Member | — | ||
| JOAN GIGNOUX | Board Member | — | ||
| DEBBIE HEIDECORN | Board Member | — | ||
| TRACEY LEGAT HOWE | Board Member | — | ||
| CATHY JOHNSTON | Treasurer | — | ||
| TAMMY LOEWY | Board Member | — | ||
| NANCY MASTER | Board Member | — | ||
| JUDY MEAGHER | Board Member | — | ||
| DARCY NORFOLK | Board Member | — | ||
| JOEL PELLER | Board Member | — | ||
| MARGIE PHILO | Board Member | — | ||
| DALE SKIVINGTON | Board Member | — | ||
| TRACY SMITH | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JAMES LEMONS | Executive Dir. | 2.0% of Rev | ||
| DARCY NORFOLK | Board Member | — | ||
| TRACY SMITH | Board President | — | ||
| MARYLOU BROWN | Board President | — | ||
| TERESA BRADY | Board Member | — | ||
| JUDY MEAGHER | Secretary | — | ||
| ADELE CONNORS | Board President | — | ||
| KATHY DAGGETT | Board Member | — | ||
| MATTHEW FISHER | Board Member | — | ||
| MIKE FOOTE | Board Member | — | ||
| JOAN GIGNOUX | Board Member | — | ||
| TRACEY LEGAT HOWE | Board Member | — | ||
| CATHY JOHNSTON | Treasurer | — | ||
| MARGIE PHILO | Board Member | — | ||
| DIANE REYNOLDS | Board Member | — | ||
| NANCY MASTER | Board Member | — | ||
| SARAH GALVIN | Board Member | — | ||
| DEBBIE HEIDECORN | Board Member | — | ||
| TAMMY LOEWY | Board Member | — | ||
| JOEL PELLER | Board Member | — | ||
| DALE SKIVINGTON | 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
35 / 100
weight 40%
Governance risk
58 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
49 / 100
Developing
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: program score sits 29 points above the peer median (60 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 2.1% sits within the sector's healthy band (18–22%).
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.