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.
Title
Representative Institutions
Institutional Epochs
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | — | 44 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 14.3% | 48 | Fragile | Decline Risk | |
| 2021 | — | — | 10.9% | 50 | Fragile | Recovery | |
| 2020 | — | — | 28.1% | 40 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | — | 40 | Fragile | Recovery | |
| 2018 | — | — | 16.3% | 31 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 17.3% | 39 | Fragile | Stable Watch | |
| 2016 | — | — | 15.2% | 39 | Fragile | Recovery | |
| 2015 | — | — | 25.1% | 34 | Critical Intervention Needed | Gov Risk | |
| 2014 | — | — | 24.9% | 35 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 24.9% | 39 | Fragile | Gov Risk | |
| 2012 | — | — | 23.0% | 39 | Fragile | Gov Risk | |
| 2011 | — | — | 24.7% | 39 | Fragile | Gov Risk |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ZOE BRADFORD | Board President | 9.3% of Rev | ||
| SALLY ASHTON FORREST | Board President | 5.9% of Rev | ||
| MICHAEL HAMMOND | Board Member | 4.3% of Rev | ||
| JEN CURTIS-WHIPPLE | Board President | — | ||
| DANIEL HANNAFIN | Treasurer | — | ||
| SARA ABBOTT | Board Member | — | ||
| MICHELLE AYER | Board Member | — | ||
| MATT LEBRETTON | Board Member | — | ||
| DOUG MOON | Board Member | — | ||
| SARAH DEWEY | Board Member | — | ||
| ANDREA MIELE | Board Member | — | ||
| KRISTIN QUINN | Board Member | — | ||
| LINDA SAN GIACOMO | Board Member | — | ||
| ANN MARIE SCHEMBRI | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ZOE BRADFORD | Board President | 8.5% of Rev | ||
| SALLY ASHTON FORREST | Board President | 4.2% of Rev | ||
| MICHAEL HAMMOND | Board Member | 3.4% of Rev | ||
| JEN CURTIS-WHIPPLE | Board Member | — | ||
| DANIEL HANNAFIN | Treasurer | — | ||
| MARYANN ZSCHAU | Board Member | — | ||
| SARA ABBOTT | Board Member | — | ||
| MICHELLE AYER | Board Member | — | ||
| MATT LEBRETTON | Board Member | — | ||
| DOUG MOON | Board Member | — | ||
| SARAH DEWEY | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ZOE BRADFORD | Board President | 5.4% of Rev | ||
| SALLY ASHTON FORREST | Board President | 3.4% of Rev | ||
| MICHAEL HAMMOND | Board Member | 2.1% of Rev | ||
| JEN CURTIS-WHIPPLE | Board Member | — | ||
| DANIEL HANNAFIN | Board Member | — | ||
| MARYANN ZSCHAU | Board Member | — | ||
| SARA ABBOTT | Board Member | — | ||
| MICHELLE AYER | Board Member | — | ||
| MATT LEBRETTON | Board Member | — | ||
| DOUG MOON | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ZOE BRADFORD | Board President | 5.0% of Rev | ||
| SALLY ASHTON FORREST | BOARD OF DIRECTORS | 2.7% of Rev | ||
| KATHY SAUCERMEN | Board Member | 2.4% of Rev | ||
| ALYSON MOLLOY HUSSEY | CHAIRMAN OF BOD | — | ||
| NANCY HOLTSCHLAG | BOARD OF DIRECTORS | — | ||
| MICHAEL ROGERS | Board President | — | ||
| KATIE SUTTON | BOARD OF DIRECTORS | — | ||
| MARK REED | BOARD OF DIRECTORS | — | ||
| BOB MCDERMOTT | BOARD OF DIRECTORS | — | ||
| KELLEY ROCHE ELLIS | Treasurer | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 245 other orgs in MA with NTEE prefix A6.
Most-divergent component: program score sits 31 points above the peer median (60 vs. 29).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
What's driving this score
- 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.