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 | — | — | 6.8% | 51 | Fragile | Recovery | |
| 2022 | — | — | — | 49 | Fragile | Gov Risk | |
| 2021 | — | — | 10.6% | 56 | Fragile | Recovery | |
| 2020 | — | — | 5.6% | 51 | Fragile | Recovery | |
| 2019 | — | — | 4.1% | 46 | Financially Distressed | Recovery | |
| 2018 | — | — | 3.0% | 32 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | — | 55 | Fragile | Stable Watch | |
| 2016 | — | — | — | 55 | Fragile | Stable Watch | |
| 2015 | — | — | — | 55 | Fragile | Recovery | |
| 2014 | — | — | 1.5% | 34 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | — | 55 | Fragile | Recovery | |
| 2012 | — | — | — | 27 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | — | 31 | Critical Intervention Needed | Stable Watch | |
| 2010 | — | — | — | 31 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| RAYMOND MASE | Treasurer | 3.0% of Rev | ||
| JOHN ROJAK | Executive Director | 3.0% of Rev | ||
| MARGARET SHAKESPEARE | Secretary | — | ||
| DAVID STULL | Board Member | — | ||
| RAVI RAJAN | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| RAYMOND MASE | Treasurer | 3.8% of Rev | ||
| JOHN D ROJAK | Executive Director | 3.0% of Rev | ||
| MARGARET SHAKESPEARE | Secretary | — | ||
| ROBERT BIDDLECOME | Board Member | — | ||
| DAVID STULL | Board Member | — | ||
| RAVI RAJAN | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| RAYMOND MASE | Treasurer | 2.9% of Rev | ||
| JOHN D ROJAK | Executive Director | 2.1% of Rev | ||
| MARGARET SHAKESPEARE | Secretary | — | ||
| ROBERT BIDDLECOME | Board Member | — | ||
| DAVID STULL | Board Member | — | ||
| RAVI RAJAN | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| RAYMOND MASE | Treasurer | 2.5% of Rev | ||
| RAYMOND MASE | Treasurer | 2.3% of Rev | ||
| JOHN D ROJAK | Executive Director | 2.1% of Rev | ||
| JOHN D ROJAK | Executive Director | 2.1% of Rev | ||
| MARGARET SHAKESPEARE | Secretary | — | ||
| ROBERT BIDDLECOME | Board Member | — | ||
| DAVID STULL | Board Member | — | ||
| RAVI RAJAN | Board Member | — | ||
| MARGARET SHAKESPEARE | Secretary | — | ||
| ROBERT BIDDLECOME | Board Member | — | ||
| DAVID STULL | Board Member | — | ||
| RAVI RAJAN | Board Member | — |
Score breakdown
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 34 points above the peer median (65 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 6.8% sits within the sector's healthy band (18–22%).
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.