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
29
Score
Governance
45
Score
Financial
10
Score
Program
45
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 | — | — | 18.1% | 29 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 19.9% | 38 | Fragile | Recovery | |
| 2021 | — | — | 25.5% | 41 | Governance-Stressed | Recovery | |
| 2020 | — | — | 19.9% | 33 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 13.2% | 39 | Fragile | Decline Risk | |
| 2018 | — | — | — | 41 | Fragile | Recovery | |
| 2017 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | — | 25 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 27 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 27 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 47 | Fragile | Recovery | |
| 2011 | — | — | — | 39 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KIMBERLY BUSCH | Board President | — | ||
| KEVIN ANGSTADT | VICE PRESIDE | — | ||
| JOHN J GRAY JR CPA | Treasurer | — | ||
| CAROL LOWE | Secretary | — | ||
| JANE BEADEL | Board Member | — | ||
| SUSAN BELLOR | Board Member | — | ||
| CAROL BRITT | Board Member | — | ||
| NIKKI COATES | Board Member | — | ||
| ED FAY | Board Member | — | ||
| CHARLES V GUY | Board Member | — | ||
| JULIANNE KIRK DOYLE | Board Member | — | ||
| J THOMAS MCCARTY | Board Member | — | ||
| MARK PRASUHN | Board Member | — | ||
| DEIDRE SCOZZAFAVA | Board Member | — | ||
| CARL STRANGE | Board Member | — | ||
| TRACEY THOMPSON | Board Member | — | ||
| BROOKS WASHBURN | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KIMBERLY BUSCH | Board President | — | ||
| VICTORIA DAY | VICE PRESIDE | — | ||
| JOHN J GRAY JR CPA | Treasurer | — | ||
| ADRIENNE HARTMAN | Secretary | — | ||
| KEVIN ANGSTADT | Board Member | — | ||
| RICHARD BASLER | Board Member | — | ||
| STEVE BATEMAN | Board Member | — | ||
| JANE BEADEL | Board Member | — | ||
| SUSAN BELLOR | Board Member | — | ||
| MARC BOYER | Board Member | — | ||
| WILLIAM GIBBONS | Board Member | — | ||
| JOHN GOLOSKI | Board Member | — | ||
| CHARLES V GUY | Board Member | — | ||
| CAROL C LOWE | Board Member | — | ||
| RICHARD MALONEY | Board Member | — | ||
| MICHELE MEYERS | Board Member | — | ||
| MARK PRASHUN | Board Member | — | ||
| KIMBERLY BUSCH | Board President | — | ||
| KEVIN ANGSTADT | VICE PRESIDE | — | ||
| JOHN J GRAY JR CPA | Treasurer | — | ||
| ADRIENNE HARTMAN | Secretary | — | ||
| STEVE BATEMAN | Board Member | — | ||
| JANE BEADEL | Board Member | — | ||
| SUSAN BELLOR | Board Member | — | ||
| MARC BOYER | Board Member | — | ||
| VICTORIA DAY | Board Member | — | ||
| WILLIAM GIBBONS | Board Member | — | ||
| JOHN GOLOSKI | Board Member | — | ||
| CHARLES V GUY | Board Member | — | ||
| CAROL C LOWE | Board Member | — | ||
| RICHARD MALONEY | Board Member | — | ||
| MICHELE MEYERS | Board Member | — | ||
| MARK PRASHUN | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KIMBERLY BUSCH | Board President | — | ||
| VICTORIA DAY | VICE PRESIDE | — | ||
| MARY JANE WATSON | Treasurer | — | ||
| ADRIENNE HARTMAN | Secretary | — | ||
| STEVE BATEMAN | Board Member | — | ||
| REBECCA WEISSMAN | Board Member | — | ||
| JOHN GOLOSKI | Board Member | — | ||
| MARC BOYER | Board Member | — | ||
| TIMOTHY SAVAGE | Board Member | — | ||
| JOHN J GRAY JR | Board Member | — | ||
| CHARLES GUY | Board Member | — | ||
| VERNICE CHURCH | Board Member | — | ||
| JEREMY CARNEY | Board Member | — | ||
| MICHELE MEYERS | Board Member | — | ||
| THERESA RALEIGH | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TIM SAVAGE | Board President | — | ||
| ADRIENNE HARTMAN | Secretary | — | ||
| KIMBERLY BUSCH | Board President | — | ||
| MARY JANE WATSON | Treasurer | — | ||
| STEVE BATEMAN | Board Member | — | ||
| VERNICE CHURCH | Board Member | — | ||
| MARC BOYER | Board Member | — | ||
| JEREMY CARNEY | Board Member | — | ||
| VICKY DAY | Board Member | — | ||
| JOHN J GRAY JR | Board Member | — | ||
| MICHAEL DRAPER | Board Member | — | ||
| JOHN ELLIS | Board Member | — | ||
| MICHAEL GREENWALD | Board Member | — | ||
| MICHAEL SITTON | Board Member | — | ||
| REBECCA WEISSMAN | Board Member | — | ||
| JOHN GOLOSKI | 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
10 / 100
weight 40%
Governance risk
45 / 100
weight 40%
Program scale
45 / 100
weight 20%
Overall
29 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 1,226 other orgs in NY with NTEE prefix A6.
Most-divergent component: financial score sits 42 points below the peer median (10 vs. 52).
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 18.1% sits within the sector's 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- 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.