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 | — | 42 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 10.1% | 52 | Fragile | Recovery | |
| 2021 | — | — | — | 47 | Fragile | Recovery | |
| 2019 | — | — | 19.7% | 29 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 20.4% | 31 | Critical Intervention Needed | Gov Risk | |
| 2017 | — | — | 14.6% | 33 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 11.6% | 47 | Fragile | Recovery | |
| 2015 | — | — | 15.3% | 29 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 13.0% | 33 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 11.1% | 35 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 9.9% | 44 | Fragile | Recovery | |
| 2011 | — | — | 10.3% | 35 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Monica Manoski | Executive Director | Hidden | ||
| Felipe Collazo | Board Member | Hidden | ||
| Anne Thiam | Board President | — | ||
| Merylinda Santiago | Board President | — | ||
| Paul Therkelsen | Treasurer | — | ||
| Allison Rieke | Board Member | — | ||
| Caitlyn Aguiar | Board Member | — | ||
| Juan Carlos Cedeno | Board Member | — | ||
| Milly Joseph | Board Member | — | ||
| Maria L Laboy | Board Member | — | ||
| Jose Rodriguez | Board Member | — | ||
| Amy Bloom | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Monica Manoski | Executive Director | Hidden | ||
| Anne Thiam | Board President | — | ||
| Merylinda Santiago | Board President | — | ||
| Paul Therkelsen | Treasurer | — | ||
| Allison Rieke | Board President | — | ||
| Caitlyn Aguiar | Board Member | — | ||
| Carlos Cedeno | Board Member | — | ||
| Milly Joseph | Board Member | — | ||
| Maria L Laboy | Board Member | — | ||
| Jose Rodriguez | Board Member | — | ||
| Amy Bloom | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MONIKA MANOSKI | EXECUTIVE DI | Hidden | ||
| JUAN CEDENO | Board Member | — | ||
| JOSEPH M CARREIRO JR | Treasurer | — | ||
| ALLISON RIEKE | Board Member | — | ||
| JOSE RODRIGUEZ | Board Member | — | ||
| MERYLINDA SANTIAGO | Board Member | — | ||
| ELIZABETH SURIEL-MARRA | Board Member | — | ||
| PAUL THERKELSEN | Board Member | — | ||
| ANNE THIAM | Board President | — | ||
| KAREN VAN WELDEN-HERMAN | Secretary | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Cathy McLaurin | Executive Director | Hidden | ||
| Andre Hester | Board Member | — | ||
| Elizabeth Suriel-Marra | Board Member | — | ||
| Tomas Michel | Board Member | — | ||
| Kathleen McDonough | Board Member | — | ||
| Pamela Yameen | Board Member | — | ||
| Karen Van Welden-Herman | Secretary | — | ||
| Paul Kotakis | Board President | — | ||
| Anne Thiam | Board President | — | ||
| Joseph Carreiro | Treasurer | — | ||
| Amber Nicodemus | Board Member | — | ||
| Monica Manoski | Executive Director | — |
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
Compared to 54 other orgs in MA with NTEE prefix A2.
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
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- 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.