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
35
Score
Governance
50
Score
Financial
25
Score
Program
30
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
2025
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 | — | — | — | 35 | Financially Distressed | Decline Risk | |
| 2023 | — | — | — | 37 | Financially Distressed | Recovery | |
| 2022 | — | — | 17.5% | 33 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 29.8% | 22 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 16.1% | 27 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 9.0% | 36 | Financially Distressed | Recovery | |
| 2018 | — | — | 25.5% | 26 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | 26.9% | 26 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | 26.3% | 26 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 33 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 37 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOHN TARRH RETIRED 63025 | Board President | — | ||
| SLATER CRAM | Board President | — | ||
| PATRICK ALVES | Board President | — | ||
| WILLIAM ERLANDSON | Board Member | — | ||
| JOSEE EARLANDSON | Board Member | — | ||
| SHEILA DOYLE | Board Member | — | ||
| HARRIS GORDON | Board Member | — | ||
| TESSA GORDON | Board Member | — | ||
| ANA-LISA JONES | Board Member | — | ||
| MARY KEARING | Board Member | — | ||
| FERNANDA LAROSSA | Board Member | — | ||
| JANE GIVENS | Board Member | — | ||
| LAURA WILKINS | Secretary | — | ||
| WENLIE ZHOU | Treasurer | — | ||
| STEVEN ROTH | Board Member | — | ||
| ANITA GRAM | Board Member | — | ||
| DAVID PESETSKY | Board Member | — | ||
| IDA FRIDMAN | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ADRIENNE HARTZELL KNUDSEN | EXECUTIVE DI | Hidden | ||
| ADRIENNE HARTZELL KNUDSEN | EXECUTIVE DI | Hidden | ||
| SLATER CRAM | Board Member | — | ||
| WILLIAM ERLANDSON | Board Member | — | ||
| IDA FRIDMANN | Board Member | — | ||
| HARRIS GORDON | Board Member | — | ||
| TESSA GORDON | Board Member | — | ||
| ANITA GRAM | Secretary | — | ||
| ANA-LISA JONES | Board Member | — | ||
| KAY KHAN | Board Member | — | ||
| DAVID PESETSKY | Board Member | — | ||
| STEVEN ROTH | Board Member | — | ||
| JOHN TARRH | Board President | — | ||
| LAURA WILKINS | Board Member | — | ||
| WENLIE ZHOU | Board Member | — | ||
| SLATER CRAM | Board Member | — | ||
| WILLIAM ERLANDSON | Board Member | — | ||
| IDA FRIDMANN | Board Member | — | ||
| HARRIS GORDON | Board Member | — | ||
| TESSA GORDON | Board Member | — | ||
| ANITA GRAM | Board Member | — | ||
| ANA-LISA JONES | Board Member | — | ||
| KAY KHAN | Board Member | — | ||
| DAVID PESETSKY | Board Member | — | ||
| STEVEN ROTH | Board Member | — | ||
| JOHN TARRH | Board President | — | ||
| LAURA WILKINS | Secretary | — | ||
| WENLIE ZHOU | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ADRIENNE HARTZELL KNUDSEN | EXECUTIVE DI | Hidden | ||
| SLATER CRAM | Board Member | — | ||
| WILLIAM ERLANDSON | Board Member | — | ||
| IDA FRIDMANN | Board Member | — | ||
| HARRIS GORDON | Board Member | — | ||
| TESSA GORDON | Board Member | — | ||
| ANITA GRAM | Secretary | — | ||
| ANA-LISA JONES | Board Member | — | ||
| KAY KHAN | Board Member | — | ||
| DAVID PESETSKY | Board Member | — | ||
| STEVEN ROTH | Board Member | — | ||
| JOHN TARRH | Board President | — | ||
| LAURA WILKINS | Board Member | — | ||
| WENLIE ZHOU | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ADRIENNE HARTZELL KNUDSEN | EXECUTIVE DI | Hidden | ||
| ADRIENNE HARTZELL KNUDSEN | EXECUTIVE DI | Hidden | ||
| JOHN TARRH | Board President | — | ||
| ANITA GRAM | Secretary | — | ||
| SLATER CRAM | Board Member | — | ||
| WILLIAM ERLANDSON | Board Member | — | ||
| IDA FRIDMAN | Board Member | — | ||
| HARRIS GORDON | Board Member | — | ||
| TESSA GORDON | Board Member | — | ||
| SLATER CRAM | Board Member | — | ||
| ANA-LISA JONES | Board Member | — | ||
| WILLIAM ERLANDSON | Board Member | — | ||
| KAY KHAN | Board Member | — | ||
| IDA FRIDMANN | Board Member | — | ||
| DAVID PESETSKY | Board Member | — | ||
| HARRIS GORDON | Board Member | — | ||
| LAURA WILKINS | Board Member | — | ||
| TESSA GORDON | Board Member | — | ||
| WENLIE ZHOU | Board Member | — | ||
| ANITA GRAM | Secretary | — | ||
| ANA-LISA JONES | Board Member | — | ||
| KAY KHAN | Board Member | — | ||
| DAVID PESETSKY | Board Member | — | ||
| JOHN TARRH | Board President | — | ||
| LAURA WILKINS | Board Member | — | ||
| WENLIE ZHOU | 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
30 / 100
weight 20%
Overall
35 / 100
Priority Review
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: financial score sits 17 points below the peer median (25 vs. 42).
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.