Steady State
Steady State
Market
Archetype
Mechanical
Natural
Tier
Stable
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
48
Score
Governance
50
Score
Financial
40
Score
Program
60
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 | — | — | — | 48 | Fragile | Decline Risk | |
| 2022 | — | — | — | 52 | Fragile | Stable Watch | |
| 2021 | — | — | — | 52 | Fragile | Recovery | |
| 2020 | — | — | — | 48 | Fragile | Stable Watch | |
| 2019 | — | — | — | 48 | Fragile | Decline Risk | |
| 2018 | — | — | — | 52 | Fragile | Recovery | |
| 2017 | — | — | — | 48 | Fragile | Stable Watch | |
| 2016 | — | — | — | 48 | Fragile | Decline Risk | |
| 2015 | — | — | — | 52 | Fragile | Stable Watch | |
| 2014 | — | — | — | 52 | Fragile | Stable Watch | |
| 2013 | — | — | — | 52 | Fragile | Stable Watch | |
| 2012 | — | — | — | 52 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MATTHEW KRUMHOLTZ | Board President | — | ||
| RICK SADLON | Board President | — | ||
| ANNE DRANGINIS | Board President | — | ||
| THOMAS C CLARK | Board President | — | ||
| CAROLINE MESSENGER | BOARD OF DIRECTORS | — | ||
| MARTHA BERNSTEIN | BOARD OF DIRECTORS | — | ||
| ANDREW TAYLOR | BOARD OF DIRECTORS | — | ||
| MICHAEL ACCUOSTI | Treasurer | — | ||
| DR MICHAEL FEINBERG | Secretary | — | ||
| DON FIFTAL | Board President | — | ||
| ISOBEL MOORE | BOARD OF DIRECTORS | — | ||
| NANCY KIELY | BOARD OF DIRECTORS | — | ||
| REGINA KRAUS | BOARD OF DIRECTORS | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DR JAMES CHITTUM | Board President | — | ||
| KENNETH BLAZIER | BOARD OF DIRECTORS | — | ||
| MATTHEW KRUMHOLTZ | BOARD OF DIRECTORS | — | ||
| PAUL KELLY MD | BOARD OF DIRECTORS | — | ||
| MSGR ROBERT TUCKER | BOARD OF DIRECTORS | — | ||
| RICK SADLON | BOARD OF DIRECTORS | — | ||
| ANNE DRANGINIS | Secretary | — | ||
| JAMES FLINT MD | Board President | — | ||
| CAROLINE MESSENGER | BOARD OF DIRECTORS | — | ||
| DR JAMES CHITTUM | Board President | — | ||
| THOMAS C CLARK | Board President | — | ||
| KENNETH BLAZIER | BOARD OF DIRECTORS | — | ||
| DR EMILY EISEN | BOARD OF DIRECTORS | — | ||
| MATTHEW KRUMHOLTZ | BOARD OF DIRECTORS | — | ||
| ALBERT MACCHIONI | BOARD OF DIRECTORS | — | ||
| PAUL KELLY MD | BOARD OF DIRECTORS | — | ||
| JOYCE S SCHWARTZ | BOARD OF DIRECTORS | — | ||
| MSGR ROBERT TUCKER | BOARD OF DIRECTORS | — | ||
| KEVIN TAYLOR | BOARD OF DIRECTORS | — | ||
| RICK SADLON | BOARD OF DIRECTORS | — | ||
| NANCY KIELY | Treasurer | — | ||
| ANNE DRANGINIS | Secretary | — | ||
| DR MICHAEL FEINBERG | BOARD OF DIRECTORS | — | ||
| JAMES FLINT MD | Board President | — | ||
| JUDITH MILLER | BOARD OF DIRECTORS | — | ||
| CAROLINE MESSENGER | Board President | — | ||
| ISOBEL MOORE | Board President | — | ||
| THOMAS C CLARK | Board President | — | ||
| KIM WELCH | Board President | — | ||
| DR EMILY EISEN | Board President | — | ||
| DON FIFTAL | Board President | — | ||
| ALBERT MACCHIONI | BOARD OF DIRECTORS | — | ||
| JOYCE S SCHWARTZ | Board President | — | ||
| KEVIN TAYLOR | BOARD OF DIRECTORS | — | ||
| NANCY KIELY | Treasurer | — | ||
| DR MICHAEL FEINBERG | BOARD OF DIRECTORS | — | ||
| JUDITH MILLER | BOARD OF DIRECTORS | — | ||
| ISOBEL MOORE | Board President | — | ||
| KIM WELCH | Board President | — | ||
| DON FIFTAL | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DR JAMES CHITTUM | Board President | — | ||
| KENNETH BLAZIER | BOARD OF DIRECTORS | — | ||
| MARCY MEJIA | BOARD OF DIRECTORS | — | ||
| PAUL KELLY MD | BOARD OF DIRECTORS | — | ||
| LAURA CONWAY | BOARD OF DIRECTORS | — | ||
| MSGR ROBERT TUCKER | BOARD OF DIRECTORS | — | ||
| RICK SADLON | BOARD OF DIRECTORS | — | ||
| ANNE DRANGINIS | Secretary | — | ||
| PHIL STERLING | BOARD OF DIRECTORS | — | ||
| JAMES FLINT MD | Board President | — | ||
| CAROLINE MESSENGER | BOARD OF DIRECTORS | — | ||
| THOMAS C CLARK | Board President | — | ||
| DR EMILY EISEN | BOARD OF DIRECTORS | — | ||
| ALBERT MACCHIONI | BOARD OF DIRECTORS | — | ||
| JOYCE S SCHWARTZ | BOARD OF DIRECTORS | — | ||
| KEVIN TAYLOR | BOARD OF DIRECTORS | — | ||
| NANCY KIELY | Treasurer | — | ||
| DR MICHAEL FEINBERG | BOARD OF DIRECTORS | — | ||
| JUDITH MILLER | BOARD OF DIRECTORS | — | ||
| ISOBEL MOORE | Board President | — | ||
| PATRICK CONWAY | BOARD OF DIRECTORS | — | ||
| KIM WELCH | Board President | — | ||
| DON FIFTAL | Board President | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
40 / 100
weight 40%
Governance risk
50 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
48 / 100
Stable
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 32 points above the peer median (60 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.
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.