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 | — | — | 23.4% | 43 | Fragile | Gov Risk | |
| 2022 | — | — | 19.2% | 43 | Fragile | Stable Watch | |
| 2021 | — | — | 16.6% | 43 | Fragile | Recovery | |
| 2020 | — | — | 36.5% | 36 | Governance-Stressed | Gov Risk | |
| 2019 | — | — | 24.3% | 47 | Fragile | Gov Risk | |
| 2018 | — | — | 14.1% | 49 | Fragile | Stable Watch | |
| 2017 | — | — | 15.0% | 45 | Fragile | Recovery | |
| 2016 | — | — | 21.2% | 39 | Fragile | Gov Risk | |
| 2015 | — | — | 23.3% | 43 | Fragile | Gov Risk | |
| 2014 | — | — | 24.6% | 43 | Fragile | Gov Risk | |
| 2013 | — | — | — | 45 | Fragile | Stable Watch | |
| 2012 | — | — | — | 45 | Fragile | Stable Watch | |
| 2011 | — | — | — | 45 | Fragile | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JAN STEENBRUGGE | Board President | — | ||
| JOHN OLIVER | Board President | — | ||
| DEBRA MINARD | Treasurer | — | ||
| KIMBERLY BISHOP | Board Member | — | ||
| CHARLES KAWADA | Board Member | — | ||
| MATTHEW MCKENNA | Board Member | — | ||
| MICHAEL CIRAMI | Board Member | — | ||
| MEGHAN TITZER | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHARLES KAWADA | Board Member | — | ||
| KIMBERLY BISHOP | Board Member | — | ||
| DEBRA MINARD | Treasurer | — | ||
| MICHAEL CIRAMI | Board Member | — | ||
| JAN STEENBRUGGE | Board President | — | ||
| JOHN OLIVER | Board President | — | ||
| MEGHAN TITZER | Board Member | — | ||
| MATTHEW MCKENNA | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHARLES KAWADA | Board Member | — | ||
| KIMBERLY BISHOP | Board Member | — | ||
| DEBRA MINARD | Treasurer | — | ||
| MICHAEL CIRAMI | Board Member | — | ||
| JAN STEENBRUGGE | Board President | — | ||
| JOHN OLIVER | Board President | — | ||
| JACK SIEGEL | Board Member | — | ||
| MEGHAN TITZER | Board Member | — | ||
| NANCY HAYES | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 377 other orgs in MA with NTEE prefix A6.
Most-divergent component: governance score sits 17 points below the peer median (45 vs. 62).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
Overall score has gone from 47 → 43 over 5 years (declining by 4 points).
What's driving this score
- Comp-to-revenue ratio of 23.4% is modestly above the sector's healthy band (18–22%) — worth monitoring.
What would change this score
The two changes that would most improve this score:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- Reduce top-officer compensation from 23.4% to under 22% of revenue — would move governance score by ~5 points.
Improving governance is a board decision. These are the levers.