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
33
Score
Governance
45
Score
Financial
25
Score
Program
30
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
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 | Hidden | Hidden | 21.5% | 33 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 42.5% | 24 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 42.6% | 28 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 10.0% | 35 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 34.8% | 26 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 24.6% | 33 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 30.4% | 22 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 29.4% | 22 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 33.2% | 22 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 34.8% | 22 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | 56.7% | 22 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 37 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| STEPHANIE GRIFFIN | Executive Director | 21.5% of Rev | ||
| BOB GOETZ | Board Member | — | ||
| BEN PFEIFER | Board Member | — | ||
| NORM MALENKE | Board Member | — | ||
| JONATHAN WANG | Treasurer | — | ||
| YOLANDA WU | Board Member | — | ||
| RICHARD WEINERT | Board President | — | ||
| LOUISE K SMITH | Board Member | — | ||
| SUSAN ALEXANDER | Secretary | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| STEPHANIE GRIFFIN | Executive Director | 42.5% of Rev | ||
| RICHARD WEINERT | Board President | — | ||
| DR PETER AUPPERLE | Board President | — | ||
| LOUISE K SMITH | Treasurer | — | ||
| SUSAN ALEXANDER | Board Member | — | ||
| BEATRICE FRANCIS | Board Member | — | ||
| RON GOLDMAN | Board Member | — | ||
| NORM MALENKE | Board Member | — | ||
| MARJANA RUTKOWSKI | Board Member | — | ||
| HENRI VAN DEN HOMBERGH | Board Member | — | ||
| JONATHAN WANG | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| STEPAHNIE GRIFFIN | Executive Director | 15.3% of Rev | ||
| RICHARD WEINERT | Board President | — | ||
| DR PETER AUPPERLE | Board Member | — | ||
| HENRI VAN DEN HOMBERGH | Board Member | — | ||
| LOUISE K SMITH | Treasurer | — | ||
| ANTHONY JAMES VINE | Board Member | — | ||
| BEATRICE FRANCIS | Board Member | — | ||
| KAREN J LEVITT | Board Member | — | ||
| NORM MALENKE | Board Member | — | ||
| MARJANA RUTKOWSKI | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JENNIFER CLARKE | Executive Director | 49.7% of Rev | ||
| SUSAN LAUSCHER | Board Member | — | ||
| VIVIEN OLWEN SCHWEITZER | Board Member | — | ||
| RICHARD WEINERT | Board President | — | ||
| CANDICE CHIN | Treasurer | — | ||
| HARRIET WETSTONE | Secretary | — | ||
| PETER AUPPERLE | Board Member | — | ||
| HENRI VAN DEN HOMBERGH | Board Member | — | ||
| LOUISE K SMITH | Board Member | — | ||
| GWENDOLINE A THORNBLADE | Board Member | — | ||
| ANTHONY JAMES VINE | Board Member | — | ||
| PETER HILDEBRANDT | Board Member | — | ||
| DAVID PEARL | Board President | — | ||
| CELESTE CHAU | Board Member | — | ||
| BEATRICE FRANCIS | 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
25 / 100
weight 40%
Governance risk
45 / 100
weight 40%
Program scale
30 / 100
weight 20%
Overall
33 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 700 other orgs in NY with NTEE prefix A6.
Most-divergent component: financial score sits 6 points below the peer median (25 vs. 31).
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 21.5% 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.