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 | — | — | 27.2% | 39 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 16.7% | 38 | Governance-Stressed | Recovery | |
| 2021 | — | — | 10.3% | 26 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | — | 44 | Financially Distressed | Decline Risk | |
| 2019 | — | — | — | 48 | Fragile | Recovery | |
| 2018 | — | — | — | 41 | Financially Distressed | Decline Risk | |
| 2017 | — | — | — | 45 | Fragile | Recovery | |
| 2016 | — | — | — | 41 | Financially Distressed | Decline Risk | |
| 2015 | — | — | — | 45 | Fragile | Stable Watch | |
| 2014 | — | — | — | 45 | Fragile | Recovery | |
| 2013 | — | — | — | 41 | Financially Distressed | Stable Watch | |
| 2012 | — | — | — | 41 | Financially Distressed | Decline Risk | |
| 2011 | — | — | — | 45 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KATHRYN BEVIER | Board President | 25.9% of Rev | ||
| KATHRYN BEIVER | Board Member | 25.5% of Rev | ||
| ROSEMARIE STEPHANIE KELLY | Secretary | 6.7% of Rev | ||
| ROSEMARIE STEPHANIE KELLY | Board President | 1.3% of Rev | ||
| JEAN STEPHENS | Board President | — | ||
| DENISE HEISCHMAN | Board President | — | ||
| SARITA ARDEN | Treasurer | — | ||
| DENISE HEISCHMAN | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KATHRYN BEVIER | Board President | 13.8% of Rev | ||
| KATHRYN BEVIER | Board President | 6.5% of Rev | ||
| DENISE HEISCHMAN | Board Member | — | ||
| DENISE HEISCHMAN | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KATHRYN BEVIER | Board President | — | ||
| DENISE HEISCHMAN | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KATHRYN BEVIER | Board President | — | ||
| DENISE HEISCHMAN | Board Member | — |
Score breakdown
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: financial score sits 35 points above the peer median (65 vs. 30).
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 27.2% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- Two consecutive years of deficit spending.
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).
- Reduce top-officer compensation from 27.2% to under 22% of revenue — would move governance score by ~10 points.
Improving governance is a board decision. These are the levers.