Acute Stabilization
What does this mean?
A successful crisis intervention. After hitting the Priority Review risk tier, the organization demonstrates consecutive years of Financial Score recovery paired with Governance Score improvement.
The Path Forward
The Dawn
Institutionalizes the emergency protocols that saved the organization. It locks in new, rigorous governance policies to prevent a relapse into crisis.
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 | Hidden | Hidden | 7.5% | 50 | Fragile | Recovery | |
| 2022 | — | — | 14.3% | 36 | Financially Distressed | Recovery | |
| 2021 | — | — | 16.1% | 27 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 13.2% | 34 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 20.1% | 31 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | 12.0% | 31 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 22.3% | 22 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 42.3% | 15 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 13.4% | 42 | Fragile | Recovery | |
| 2014 | — | — | 18.6% | 31 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 20.6% | 26 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 13.8% | 36 | Financially Distressed | Recovery | |
| 2011 | — | — | 18.5% | 27 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CLAUDE MCNEAL | Executive Director | 7.5% of Rev | ||
| RONAN MARRA | Board Member | — | ||
| WANDA RIESZ | Board Member | — | ||
| NAPOLEON WILLIAMS | Board Member | — | ||
| ROBERT SKAFF | Treasurer | — | ||
| PATRICIA ALTAMIRANO | Board Member | — | ||
| CHARLES GILBERT | Board President | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CLAUDE MCNEAL | Executive Director | 7.5% of Rev | ||
| RONAN MARRA | Board Member | — | ||
| WANDA RIESZ | Board Member | — | ||
| NAPOLEON WILLIAMS | Board Member | — | ||
| ROBERT SKAFF | Treasurer | — | ||
| PATRICIA ALTAMIRANO | Board Member | — | ||
| CHARLES GILBERT | Board President | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CLAUDE MCNEAL | Executive Director | 7.5% of Rev | ||
| RONAN MARRA | Board Member | — | ||
| CHARLES GILBERT | Board Member | — | ||
| NAPOLEON WILLIAMS | Board Member | — | ||
| ROBERT SKAFF | Treasurer | — | ||
| JIM PHILLIPS | Board Member | — | ||
| ANDREW WEAVER | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CLAUDE MCNEAL | Executive Director | 7.5% of Rev | ||
| RONAN MARRA | Board Member | — | ||
| CHARLES GILBERT | Board Member | — | ||
| NAPOLEON WILLIAMS | Board Member | — | ||
| NATALY LOWDER | Board Member | — | ||
| ROBERT SKAFF | Treasurer | — | ||
| WANDA RIESZ | Board Member | — | ||
| JIM PHILLIPS | Board Member | — | ||
| ANDREW WEAVER | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CLAUDE MCNEAL | Executive Director | 7.7% of Rev | ||
| CLAUDIA BRAMAN | Board Member | 1.2% of Rev | ||
| RONAN MARRA | Board Member | — | ||
| CHARLES GILBERT | Board Member | — | ||
| NAPOLEON WILLIAMS | Board Member | — | ||
| NATALY LOWDER | Board Member | — | ||
| ROBERT SKAFF | Treasurer | — | ||
| WANDA RIESZ | Board Member | — | ||
| JIM PHILLIPS | Board Member | — | ||
| ANDREW WEAVER | Board President | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 120 other orgs in IN with NTEE prefix A6.
Most-divergent component: program score sits 27 points above the peer median (60 vs. 33).
5-year trend: Acute Stabilization
A successful crisis intervention. After hitting the Priority Review risk tier, the organization demonstrates consecutive years of Financial Score recovery paired with Governance Score improvement.
What's driving this score
- Comp-to-revenue ratio of 7.5% sits within the sector's healthy band (18–22%).
- Two consecutive years of deficit spending.
What would change this score
The two changes that would most improve this score:
- Stabilize program expenses or grow earned-income revenue to break the consecutive-deficit pattern (~8 points to financial score).
Improving governance is a board decision. These are the levers.