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
39
Score
Governance
50
Score
Financial
25
Score
Program
45
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
Financial Era
Governance Era
Trajectory Era
Steady State
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | — | — | — | 39 | Fragile | Recovery | |
| 2023 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 45 | Fragile | Recovery | |
| 2020 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 27.6% | 36 | Fragile | Gov Risk | |
| 2017 | — | — | 28.3% | 36 | Fragile | Recovery | |
| 2016 | — | — | 31.9% | 32 | Critical Intervention Needed | Gov Risk | |
| 2015 | — | — | 29.4% | 36 | Fragile | Gov Risk | |
| 2014 | — | — | — | 43 | Fragile | Stable Watch | |
| 2013 | — | — | — | 43 | Fragile | Recovery | |
| 2012 | — | — | — | 41 | Fragile | Decline Risk | |
| 2011 | — | — | — | 45 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LALITHA SHIVASWAMY | Board President | — | ||
| SUSAN ADAMS | Vice President | — | ||
| STEWART BATTLE | Board Member | — | ||
| EDWIN BELOW | Board Member | — | ||
| JOAN HULTQUIST | Board Member | — | ||
| CHARLES CHAMBERLAIN | Vice President | — | ||
| SAYOKO DAVENPORT | Vice President | — | ||
| FRED BAKER | Vice President | — | ||
| DAWN HANEY BAUER | SPEC EVENTS | — | ||
| RICHARD WILSON | Board Member | — | ||
| ELIZABETH FLYNN | Board Member | — | ||
| SUSAN R GOLD | Board Member | — | ||
| JOANNE HUELSMAN | Board Member | — | ||
| DIANE LINK | Vice President | — | ||
| JANET STONE | Board Member | — | ||
| RICHARD TECCA | Board Member | — | ||
| JERMAINE O WOODARD JR | Board Member | — | ||
| JOSEPH CORAY | Board Member | — | ||
| SARAH ARMSTRONG | EXECUTIVE DI | — | ||
| LEE MCGINVEY | Secretary | — | ||
| ADLYN LOEWENTHAL | Artistic Director | — | ||
| SUSAN R ORRED | Vice President | — | ||
| JOSEPH CAMPOLIETA | Board Member | — | ||
| STEPHEN CASILLAS | Board Member | — | ||
| EMILY CORNACCHIO | Board Member | — | ||
| SCHAUNTICE M SHEPARD | Board Member | — | ||
| MACDARA TYNAN | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| EDWIN BELOW | Artistic Director | — | ||
| JOAN HULTQUIST | Vice President | — | ||
| CHARLES CHAMBERLAIN | Vice President | — | ||
| SAYOKO DAVENPORT | Vice President | — | ||
| GREG BENOIT | Vice President | — | ||
| STEPHEN COTTLE | Board Member | — | ||
| FRED BAKET | Board Member | — | ||
| JOSEPH CORAY | Board Member | — | ||
| DAWN HANEY BAUER | Board Member | — | ||
| RICK WILSON | Board Member | — | ||
| ELIZABETH FLYNN | Board Member | — | ||
| ANDREW GARETTO | Board Member | — | ||
| SUSAN R GOLD | Board Member | — | ||
| JOANNE HUELSMAN | Board Member | — | ||
| ADLYN LOWENTHAL | Board Member | — | ||
| DIANE LINK | Board Member | — | ||
| JANET STONE | Board Member | — | ||
| RICHARD TECCA | Board Member | — | ||
| JERMAINE O WOODARD JR | Board Member | — | ||
| DOUGLAS PYRKE | Board Member | — | ||
| EMILY BADGER | EXECUTIVE DI | — | ||
| LALITHA SHIVASWAMY | Board President | — | ||
| SUSAN ADAMS | Vice President | — | ||
| STEWART BATTLE | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOANNE HUELSMAN | Board Member | — | ||
| SUSAN ADAMS | Vice President | — | ||
| JANET STONE | Board Member | — | ||
| CHARLES CHAMBERLIN | Vice President | — | ||
| EDWIN BELOW | Artistic Director | — | ||
| GREG BENOIT | Vice President | — | ||
| JOAN HULTQUIST | Vice President | — | ||
| STEWART BATTLE | Secretary | — | ||
| DAWN HANEY BAUER | Board Member | — | ||
| KRISTEN FALLON | Board Member | — | ||
| ANDREW GARRETTO | Board Member | — | ||
| SUSAN R GOLD | Board Member | — | ||
| EVAN LAMBERT | Board Member | — | ||
| LAUREN LAMBERT | Board Member | — | ||
| LALITHA SHIVASWAMY | Board President | — | ||
| RICHARD TECCA | Board Member | — | ||
| JERMAINE WOODARD JR | Board Member | — | ||
| FRED BAKER | Board Member | — | ||
| VALERIE HILL-BAKER | Board Member | — | ||
| ANDREW FRITSCH | Vice President | — | ||
| BETH FLYNN | Board Member | — | ||
| DIANE LINK | 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
50 / 100
weight 40%
Program scale
45 / 100
weight 20%
Overall
39 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 130 other orgs in CT with NTEE prefix A6.
Most-divergent component: program score sits 17 points above the peer median (45 vs. 28).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
What's driving this score
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- 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.