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 |
|---|---|---|---|---|---|---|---|
| 2023 | — | — | 10.1% | 38 | Financially Distressed | Decline Risk | |
| 2022 | Hidden | Hidden | 10.3% | 38 | Financially Distressed | Decline Risk | |
| 2021 | — | — | 8.5% | 44 | Fragile | Recovery | |
| 2020 | — | — | 14.4% | 48 | Fragile | Recovery | |
| 2019 | — | — | 7.1% | 44 | Fragile | Stable Watch | |
| 2018 | — | — | 9.3% | 44 | Fragile | Stable Watch | |
| 2017 | — | — | 9.8% | 44 | Fragile | Recovery | |
| 2016 | — | — | 10.4% | 34 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 9.3% | 40 | Financially Distressed | Recovery | |
| 2014 | — | — | — | 39 | Fragile | Recovery | |
| 2013 | — | — | — | 35 | Financially Distressed | Recovery | |
| 2012 | — | — | 11.0% | 29 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | 11.3% | 38 | Financially Distressed | Stable Watch | |
| 2010 | — | — | 7.5% | 40 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ARTHUR RISHI | Executive Director | 6.4% of Rev | ||
| MARY DEISSLER | Executive Director | 3.7% of Rev | ||
| LAURA CONNORS | Board President | — | ||
| PETER FIEDLER | Board President | — | ||
| MICHAEL YOGMAN | Board President | — | ||
| RICHARD HAWKINS | Treasurer | — | ||
| MITCHELL NEIDER | Secretary | — | ||
| MYRAN PARKER-BRASS | EX OFFICIO | — | ||
| DAVID B ARNOLD III | Board Member | — | ||
| GENE DAHMEN | Board Member | — | ||
| KATHERINE DIVER | Board Member | — | ||
| JERYL ORISTAGLIO | Board Member | — | ||
| KATHARINE PELL | Board Member | — | ||
| J BRIAN POTTS | Board Member | — | ||
| ALLISON RYDER | Board Member | — | ||
| STEPHEN SPINETTO | Board Member | — | ||
| STEPHEN SYMCHYCH | Board Member | — | ||
| DAVID SZABO | Board Member | — | ||
| EDWIN TIFFANY | Board Member | — | ||
| MILTON L WRIGHT JR | Board Member | — |
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.
Overall score has gone from 44 → 38 over 5 years (declining by 6 points).
What's driving this score
- Comp-to-revenue ratio of 10.1% 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.