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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 15.6% | 47 | Fragile | Stable Watch | |
| 2022 | — | — | 14.7% | 49 | Fragile | Recovery | |
| 2021 | — | — | 17.0% | 47 | Fragile | Stable Watch | |
| 2020 | — | — | 19.3% | 47 | Fragile | Stable Watch | |
| 2019 | — | — | 22.4% | 47 | Fragile | Gov Risk | |
| 2018 | — | — | 18.1% | 47 | Fragile | Decline Risk | |
| 2017 | — | — | 13.9% | 53 | Fragile | Recovery | |
| 2016 | — | — | 15.6% | 51 | Fragile | Stable Watch | |
| 2015 | — | — | 17.1% | 51 | Fragile | Recovery | |
| 2014 | — | — | 19.5% | 47 | Fragile | Stable Watch | |
| 2013 | — | — | — | 49 | Fragile | Stable Watch | |
| 2012 | — | — | — | 49 | Fragile | Decline Risk | |
| 2011 | — | — | — | 53 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SARAH RIDDOCH | EXEC DIRECTO | 10.8% of Rev | ||
| KATHLEEN FURGUSON | EXEC DIRECTO | 1.6% of Rev | ||
| HARRIET BURRIS | Board Member | — | ||
| KATHY ELLIOTT | Board Member | — | ||
| KATHY HANNA | Board Member | — | ||
| CINDY MCLEAN | Board Member | — | ||
| MARGOT MILLER | Board Member | — | ||
| JESSICA MURRAY | ASSISTANT SE | — | ||
| AMY PHELPS | Board Member | — | ||
| SARAH ELLEN SMITH | Board Member | — | ||
| ROBIN GEDNEY LUCAS | Board Member | — | ||
| MARTY YENAWINE | Board Member | — | ||
| DOREEN GARRETT WILLIAMS | Board Member | — | ||
| MEG CADDICK | Board Member | — | ||
| CAROLINE LARSON | Board Member | — | ||
| CHRIS MURRAY | PAST VICE CH | — | ||
| JAN HAMPTON | Board President | — | ||
| SALLIE LAKE | Secretary | — | ||
| JOY RHINEBECK | Treasurer | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LESLIE ROWLAND | EXECUTIVE DI | 12.5% of Rev | ||
| CHRIS MURRAY | Board President | — | ||
| JAN HAMPTON | Board President | — | ||
| SARAH RIDDOCH | Secretary | — | ||
| DOREEN GARRETT | Treasurer | — | ||
| JESSICA MURRAY | Board Member | — | ||
| CINDY MCLEAN | Board Member | — | ||
| MARGOT MILLER | Board Member | — | ||
| HARRIET BURRIS | Board Member | — | ||
| MARTY YENAWINE | Board Member | — | ||
| AMY PHELPS | Board Member | — | ||
| KATHY ELLIOTT | Board Member | — | ||
| MARSHA RINGER TOPA | Board Member | — | ||
| KATHY HANNA | Board Member | — | ||
| ANN JOHNSON-KAISER | Board Member | — | ||
| JOAN JORDAN | Board Member | — | ||
| JOY RHINEBECK | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LESLIE ROWLAND | EXECUTIVE DI | 15.0% of Rev | ||
| CHRIS MURRAY | Board President | — | ||
| JAN HAMPTON | Board President | — | ||
| SARAH RIDDOCH | Secretary | — | ||
| BARBARA THOMAS | Board President | — | ||
| DOREEN GARRETT | Treasurer | — | ||
| MARTY YENAWINE | Board Member | — | ||
| HARRIET BURRIS | Board Member | — | ||
| ALLAN NEWELL | Board Member | — | ||
| MARGOT MILLER | Board Member | — | ||
| MARSHA RINGER TOPA | Board Member | — | ||
| CINDY MCLEAN | Board Member | — | ||
| ANN JOHNSON-KAISER | Board Member | — | ||
| JESSICA MURRAY | Board Member | — | ||
| JOAN JORDAN | Board Member | — | ||
| AMY PHELPS | Board Member | — | ||
| KATHY ELLIOTT | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 12 other orgs in NY with NTEE prefix A4.
Most-divergent component: financial score sits 17 points above the peer median (50 vs. 33).
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 15.6% 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.