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 |
|---|---|---|---|---|---|---|---|
| 2023 | Hidden | Hidden | — | 47 | Fragile | Recovery | |
| 2022 | — | — | 18.6% | 46 | Governance-Stressed | Recovery | |
| 2021 | — | — | 115.7% | 17 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 11.8% | 37 | Financially Distressed | Decline Risk | |
| 2019 | — | — | — | 36 | Financially Distressed | Decline Risk | |
| 2018 | — | — | — | 36 | Fragile | Recovery | |
| 2017 | — | — | 46.7% | 35 | Critical Intervention Needed | Gov Risk | |
| 2016 | — | — | 9.5% | 52 | Fragile | Recovery | |
| 2015 | — | — | 25.2% | 24 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 13.2% | 32 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 18.5% | 31 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 20.9% | 45 | Fragile | Recovery | |
| 2011 | — | — | — | 25 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GERARD SCHWARZ | Artistic Director | 25.2% of Rev | ||
| PAUL SCHWENDENER | Executive Dir. | 5.5% of Rev | ||
| MARLYS PALUMBO | Board President | — | ||
| RALPH PALUMBO | Board Member | — | ||
| JODY SCHWARZ | Board Member | — | ||
| SUSAN HUTCHISON | Board President | — | ||
| MICHELE GERBER KLEIN | Board Member | — | ||
| TED PARKER | Board Member | — | ||
| SHARON MOSSE | Board Member | — | ||
| FRED MILLER | Board Member | — | ||
| JAY E CANTOR | Board Member | — | ||
| JERARD FARLEY | Board Member | — | ||
| CHARLES STAADECKER | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PAUL SCHWENDENER | Executive Dir. | 4.2% of Rev | ||
| MARLYS PALUMBO | Board President | — | ||
| RALPH PALUMBO | Board Member | — | ||
| JODY SCHWARZ | Board Member | — | ||
| KATHLEEN WRIGHT | Board Member | — | ||
| TOM FIRMAN | Treasurer | — | ||
| SUSAN HUTCHISON | Board President | — | ||
| MICHELE GERBER KLEIN | Board Member | — | ||
| TED PARKER | Board Member | — | ||
| GERARD SCHWARZ | Artistic Director | — | ||
| SHARON MOSSE | Board Member | — | ||
| FRED MILLER | Board Member | — | ||
| FRANCES LAWRENCE | Board Member | — | ||
| JAY E CANTOR | Board Member | — | ||
| JERARD FARLEY | Board Member | — | ||
| ERNIE KAFKA | Board Member | — | ||
| CHARLES STAADECKER | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PAUL SCHWENDENER | Executive Dir. | 2.1% of Rev | ||
| MARLYS PALUMBO | Board President | — | ||
| RALPH PALUMBO | Board Member | — | ||
| JODY SCHWARZ | Board Member | — | ||
| KATHLEEN WRIGHT | Board Member | — | ||
| TOM FIRMAN | Treasurer | — | ||
| SUSAN HUTCHISON | Board President | — | ||
| MICHELE GERBER KLEIN | Board Member | — | ||
| TED PARKER | Board Member | — | ||
| GERARD SCHWARZ | Artistic Director | — | ||
| SHARON MOSSE | Board Member | — | ||
| FRED MILLER | Board Member | — | ||
| FRANCES LAWRENCE | Board Member | — | ||
| JAY E CANTOR | Board Member | — | ||
| JERARD FARLEY | Board Member | — | ||
| ERNIE KAFKA | Board Member | — | ||
| CHARLES STAADECKER | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 24 other orgs in NY with NTEE prefix A9.
Most-divergent component: program score sits 36 points above the peer median (60 vs. 24).
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.
Overall score has gone from 36 → 47 over 5 years (improving by 11 points). A multi-year directional move of this magnitude is a signal worth investigating.
What's driving this score
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- 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.