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 | 12.0% | 37 | Fragile | Recovery | |
| 2022 | — | — | 24.2% | 29 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 30.1% | 40 | Governance-Stressed | Recovery | |
| 2020 | — | — | 20.5% | 39 | Financially Distressed | Recovery | |
| 2019 | — | — | 11.1% | 37 | Fragile | Stable Watch | |
| 2018 | — | — | 12.0% | 37 | Fragile | Recovery | |
| 2017 | — | — | 11.9% | 35 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 11.2% | 29 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 14.1% | 29 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 31 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 12.0% | 31 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 12.2% | 31 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JESSICA BARRIOS-JONES | EXECUTIVE DIR. | 12.0% of Rev | ||
| MICHAEL SHERMAN | Board Member | — | ||
| MARTY GILBERT | Board Member | — | ||
| JENNA DUNLAY | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| FRANCESCA LOPEZ | Executive Director | 8.7% of Rev | ||
| JESSICA BARRIOS-JONES | Executive Dir. | 3.3% of Rev | ||
| MICHAEL SHERMAN | Board Member | — | ||
| MARTY GILBERT | Board Member | — | ||
| JENNA DUNLAY | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| FRANCESCA LOPEZ | Executive Director | 8.6% of Rev | ||
| AL SAMUELS | Board Member | — | ||
| MICHAEL SHERMAN | Board Member | — | ||
| MARTHA GILBERT | Board Member | — | ||
| ALAN RUCK | Board Member | — | ||
| LISA GALINA | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| FRANCESCA LOPEZ | Executive Director | 7.8% of Rev | ||
| AL SAMUELS | Board Member | — | ||
| MICHAEL SHERMAN | Board Member | — | ||
| MARTHA GILBERT | Board Member | — | ||
| ALAN RUCK | Board Member | — | ||
| LISA GALINA | Board Member | — |
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 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.
What's driving this score
- Comp-to-revenue ratio of 12.0% 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:
- 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.