Steady State
Steady State
Steady State Market Archetype Mechanical Natural
Tier
Priority Review
Trajectory Thumbprint

Steady State

"This organization, despite its name, primarily functions as a large-scale food distribution service, having moved over one million pounds of food to people in Boston since March 2020."

— Statement of Program Service Accomplishments

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
The Stewardship

Demonstrated Impact

  • over one million pounds of food
Institutional Health Scores
5-yr trend: Steady State ↑
Overall
40
Score
Governance
50
Score
Financial
30
Score
Program
30
Score

Institutional Epochs

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 Hidden Hidden — 40 Financially Distressed Decline Risk
2022 Hidden Hidden — 40 Financially Distressed Recovery
2021 — — — 42 Fragile Decline Risk
2020 — — — 44 Fragile Recovery
2019 — — — 28 Critical Intervention Needed Stable Watch

Officer compensation history

Tax year 2025

Name Title Phone Email Compensation
LINDA KARPEICHIK Secretary —
ED PAZZANESE Board Member —
COREY STALLINGS Board Member —
DARYN STYLIANOPOULOS Board Member —
ASHLEE WIEST-LAIRD Board President —
JHANEA AMAZI Board Member —
ALLISON BOVELL-AMMON Treasurer —
JASON GREGORICUS Board Member —
DARRELL HAMILTON Board President —
BEN HERRMANN Board Member —
KATHRYN HOUSE Board Member —
LINDA KARPEICHIK Secretary —
ED PAZZANESE Board Member —
RACHEL PIDOUX Board Member —
COREY STALLINGS Board Member —
KEVIN WHALEN Board Member —
ASHLEE WIEST-LAIRD Board President —
JHANEA AMAZI Board Member —
ALLISON BOVELL-AMMON Treasurer —
DARRELL HAMILTON Board President —
KATHRYN HOUSE Board Member —
LINDA KARPEICHIK Secretary —
ALLAN MCCLENDON Board Member —
COREY STALLINGS Board Member —
KEVIN WHALEN Board Member —
ASHLEE WIEST-LAIRD Board President —
JHANEA AMAZI Board Member —
NANCY CHAMBERLIN Treasurer —
JASON GREGORICUS Board Member —
DARRELL HAMILTON Board President —
BEN HERRMANN Board Member —
KATHRYN HOUSE Board Member —

Tax year 2023

Name Title Phone Email Compensation
JHANEA AMAZI Board Member —
ALLISON BOVELL-AMMON Treasurer —
DARRELL HAMILTON Board President —
KATHRYN HOUSE Board Member —
LINDA KARPEICHIK Secretary —
ALLAN MCCLENDON Board Member —
COREY STALLINGS Board Member —
KEVIN WHALEN Board Member —
ASHLEE WIEST-LAIRD EXECUTIVE DI —

Tax year 2021

Name Title Phone Email Compensation
ASHLEE RENEE WIEST-LAIRD Executive Director —
ASHLEE RENEE WIEST-LAIRD Board President —
ALLISON BOVELL-AMMON Treasurer —
DARRELL RAEMOND HAMILTON II Board President —
LINDA ANN KARPEICHIK Secretary —
COREY STALLINGS Board Member —
SOFIA ROSE WOLMAN Board Member —
KEVIN WHALEN Board Member —
KATHRYN HART HOUSE Board Member —
JHANEA WILLIAMS Board Member —
ALLAN MCCLENDON Board Member —
ASHLEE RENEE WIEST-LAIRD Executive Director —
ASHLEE RENEE WIEST-LAIRD Board President —
ALLISON BOVELL-AMMON Treasurer —
DARRELL RAEMOND HAMILTON II Board President —
LINDA ANN KARPEICHIK Secretary —
COREY STALLINGS Board Member —
SOFIA ROSE WOLMAN Board Member —
KEVIN WHALEN Board Member —
KATHRYN HART HOUSE Board Member —
JHANEA WILLIAMS Board Member —
ALLAN MCCLENDON 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
30 / 100
weight 40%
Governance risk
50 / 100
weight 40%
Program scale
30 / 100
weight 20%
Overall
40 / 100
Priority Review

The three components combine into a single 0–100 score weighted as shown. Full methodology →

Peer comparison

Compared to 376 other orgs in MA with NTEE prefix A6.

Most-divergent component: financial score sits 25 points below the peer median (30 vs. 55).

5-year trend: Steady State

No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.

What's driving this score

What would change this score

The two changes that would most improve this score:

  1. 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.