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
42
Score
Governance
50
Score
Financial
25
Score
Program
60
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
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 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | — | — | Unknown | — | |
| 2022 | — | — | 20.0% | 47 | Fragile | Gov Risk | |
| 2021 | — | — | 18.6% | 47 | Fragile | Recovery | |
| 2020 | — | — | 19.5% | 41 | Fragile | Stable Watch | |
| 2019 | — | — | 11.4% | 42 | Fragile | Recovery | |
| 2018 | — | — | 16.6% | 37 | Financially Distressed | Recovery | |
| 2017 | — | — | 17.2% | 35 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 15.4% | 37 | Financially Distressed | Recovery | |
| 2015 | — | — | 18.3% | 29 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 19.5% | 31 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 18.9% | 27 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 20.8% | 31 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 14.4% | 32 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Amy Curtis | Executive Director | 7.0% of Rev | ||
| Simonetta Moro | Board President | 6.7% of Rev | ||
| Amy Curtis | Executive Director | 1.9% of Rev | ||
| Simonetta Moro | Board President | 1.9% of Rev | ||
| Jonathan Koperniak | Board Member | — | ||
| Deborah Willis | Board Member | — | ||
| Edgar Coons Jr | Board Member | — | ||
| Sheila Devine | Board Member | — | ||
| Dorit Yaron | Secretary | — | ||
| Sarah Harrison Smith | Board Member | — | ||
| Diala Toure | Board Member | — | ||
| Paul Armstrong | Treasurer | — | ||
| Kathe Albrecht | Board Member | — | ||
| Mike Hogan | Board Member | — | ||
| Eric Snyder | Board Member | — | ||
| Paul McDonald | Treasurer | — | ||
| Jonathan Koperniak | Board Member | — | ||
| Deborah Willis | Board Member | — | ||
| Edgar Coons Jr | Board Member | — | ||
| Sheila Devine | Board Member | — | ||
| Dorit Yaron | Secretary | — | ||
| Sarah Harrison Smith | Board Member | — | ||
| Diala Toure | Board Member | — | ||
| Paul Armstrong | Board President | — | ||
| Kathy Albrecht | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| George E Smith | Board President | 8.7% of Rev | ||
| Amy Curtis | Vice President | 6.2% of Rev | ||
| Paul McDonald | Treasurer | — | ||
| Jonathan Koperniak | Board Member | — | ||
| Deborah Willis | Board Member | — | ||
| Edgar Coons Jr | Board Member | — | ||
| Ben Devine | Board Member | — | ||
| Dorit Yaron | Secretary | — | ||
| Sarah Harrison Smith | Board Member | — | ||
| Diala Toure | Board Member | — | ||
| Paul Armstrong | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| George E Smith | Board President | 7.7% of Rev | ||
| Amy Curtis | Vice President | 5.5% of Rev | ||
| Paul McDonald | Treasurer | — | ||
| Laura Sprague | Secretary | — | ||
| Jonathan Koperniak | Board Member | — | ||
| Deborah Willis | Board Member | — | ||
| Ted Coons | Board Member | — | ||
| Mildred Glimcher | Board Member | — | ||
| Ben Devine | Board Member | — | ||
| Dorit Yaron | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GEORGE E SMITH | Board President | 7.5% of Rev | ||
| AMY CURTIS | Vice President | 5.2% of Rev | ||
| TED COONS | Board Member | — | ||
| BEN DEVINE | Board Member | — | ||
| MILDRED GLIMCHER | Board Member | — | ||
| JONATHAN KOPERNIAK | Board Member | — | ||
| PAUL MCDONALD | Treasurer | — | ||
| LAURA FECYCH SPRAGUE | Secretary | — | ||
| DEBORAH WILLIS | Board Member | — | ||
| ADAM WILSON | 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
60 / 100
weight 20%
Overall
42 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Fewer than 3 peers found in ME for this NTEE subcategory; peer comparison would not be statistically meaningful.
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 14.9% sits within the sector's healthy band (18–22%).
- 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.