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 | Hidden | Hidden | 27.9% | 28 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 8.2% | 27 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 3.0% | 30 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | 7.9% | 26 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | — | 25 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | 4.7% | 28 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | 6.6% | 29 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | 4.3% | 28 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 20.2% | 17 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 21.1% | 19 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 34.9% | 11 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 29.6% | 24 | Critical Intervention Needed | Gov Risk | |
| 2011 | — | — | 25.1% | 22 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| YAAKOV HOROWITZ | Executive Director | 66.1% of Rev | ||
| ALIZA HOROWITZ | Secretary | 19.7% of Rev | ||
| NEIL THALHEIM | Board President | — | ||
| RABBI SHOLOM BAUMGARTEN | Board President | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| YAAKOV HOROWITZ | Executive Director | 6.4% of Rev | ||
| ALIZA HOROWITZ | Secretary | 1.4% of Rev | ||
| NEIL THALHEIM | Board President | — | ||
| RABBI SHOLOM BAUMGARTEN | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| YAAKOV HOROWITZ | Executive Director | 1.4% of Rev | ||
| ALIZA HOROWITZ | Secretary | 0.5% of Rev | ||
| NEIL THALHEIM | Board President | — | ||
| RABBI SHOLOM BAUMGARTEN | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ALIZA HOROWITZ | Secretary | 3.0% of Rev | ||
| YAAKOV HOROWITZ | Executive Director | 0.6% of Rev | ||
| NEIL THALHEIM | Board President | — | ||
| RABBI SHOLOM BAUMGARTEN | Board President | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 699 other orgs in NY with NTEE prefix A6.
Most-divergent component: program score sits 14 points below the peer median (15 vs. 29).
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 27.9% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- 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:
- Reduce top-officer compensation from 27.9% to under 22% of revenue — would move governance score by ~12 points.
- 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.