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 | — | — | — | 56 | Fragile | Stable Watch | |
| 2023 | — | — | — | 56 | Fragile | Stable Watch | |
| 2022 | — | — | — | 59 | Fragile | Recovery | |
| 2021 | — | — | — | 52 | Fragile | Decline Risk | |
| 2020 | — | — | — | 55 | Fragile | Decline Risk | |
| 2019 | — | — | — | 59 | Fragile | Recovery | |
| 2017 | — | — | — | 52 | Fragile | Recovery | |
| 2016 | — | — | — | 48 | Fragile | Decline Risk | |
| 2015 | — | — | — | 52 | Fragile | Decline Risk | |
| 2014 | — | — | — | 56 | Fragile | Recovery | |
| 2013 | — | — | — | 52 | Fragile | Stable Watch | |
| 2012 | — | — | — | 52 | Fragile | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CURTIS S LONG | Board Member | 24.8% of Rev | ||
| CURTIS S LONG | Board Member | 23.3% of Rev | ||
| A THOMAS HILDEBRANDT | Board President | — | ||
| CRAIG A MAPSTONE | Board President | — | ||
| JON L SCHUMACHER | Secretary | — | ||
| ROBERT A WOODHOUSE | Treasurer | — | ||
| PATRICK C BURKE | Board Member | — | ||
| JAMES C HAEFNER | Board Member | — | ||
| ROSS P LANZAFAME ESQ | Board Member | — | ||
| DAVID C HEILIGMAN | Board Member | — | ||
| MICHAEL B MILLARD | Board Member | — | ||
| NATHAN J ROBFOGEL | Board Member | — | ||
| JAMES D RYAN JR | Board Member | — | ||
| RICHARD STEIN | Board Member | — | ||
| KEITH M WILSON | Board Member | — | ||
| A THOMAS HILDEBRANDT | Board President | — | ||
| CRAIG A MAPSTONE | Board President | — | ||
| JON L SCHUMACHER | Secretary | — | ||
| ROBERT A WOODHOUSE | Treasurer | — | ||
| PATRICK C BURKE | Board Member | — | ||
| JAMES C HAEFNER | Board Member | — | ||
| ROSS P LANZAFAME ESQ | Board Member | — | ||
| DAVID C HEILIGMAN | Board Member | — | ||
| MICHAEL B MILLARD | Board Member | — | ||
| NATHAN J ROBFOGEL | Board Member | — | ||
| JAMES D RYAN JR | Board Member | — | ||
| RICHARD STEIN | Board Member | — | ||
| KEITH M WILSON | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CURTIS S LONG | Board Member | 22.6% of Rev | ||
| A THOMAS HILDEBRANDT | Board President | — | ||
| DAVID C HEILIGMAN | Board President | — | ||
| JON L SCHUMACHER | Treasurer | — | ||
| PATRICK C BURKE | Board Member | — | ||
| CRAIG A MAPSTONE | Board Member | — | ||
| JAMES C HAEFNER | Board Member | — | ||
| MICHAEL B MILLARD | Board Member | — | ||
| NATHAN J ROBFOGEL | Board Member | — | ||
| KEITH M WILSON | Board Member | — | ||
| ROBERT A WOODHOUSE | Board Member | — | ||
| JAMES D RYAN JR | Board Member | — | ||
| ROSS LANZAFAME | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CURTIS S LONG | Board Member | 24.1% of Rev | ||
| A THOMAS HILDEBRANDT | Board President | — | ||
| DAVID C HEILIGMAN | Board President | — | ||
| JON L SCHUMACHER | Treasurer | — | ||
| PATRICK C BURKE | Board Member | — | ||
| CRAIG A MAPSTONE | Board Member | — | ||
| JAMES C HAEFNER | Board Member | — | ||
| MICHAEL B MILLARD | Board Member | — | ||
| NATHAN J ROBFOGEL | Board Member | — | ||
| KEITH M WILSON | Board Member | — | ||
| ROBERT A WOODHOUSE | Board Member | — | ||
| JAMES D RYAN JR | Board Member | — | ||
| ROSS LANZAFAME | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 1,227 other orgs in NY with NTEE prefix A6.
Most-divergent component: program score sits 31 points above the peer median (60 vs. 29).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
Overall score has gone from 55 → 56 over 5 years (improving by 1 points).
What's driving this score
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
What would change this score
No specific high-impact levers identified — this org's score is balanced across components.
Improving governance is a board decision. These are the levers.