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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | 47 | Fragile | Recovery | |
| 2023 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | — | 43 | Financially Distressed | Decline Risk | |
| 2021 | — | — | — | 43 | Fragile | Recovery | |
| 2020 | — | — | — | 35 | Fragile | Recovery | |
| 2019 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | — | 39 | Financially Distressed | Decline Risk | |
| 2017 | — | — | — | 41 | Financially Distressed | Recovery | |
| 2016 | — | — | — | 37 | Financially Distressed | Recovery | |
| 2015 | — | — | — | 23 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | — | 23 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 23 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Joshua Rohde | Board Member | Hidden | ||
| Rebecca Leuchak | Board President | — | ||
| Andrew Shapiro-Zysk | Board President | — | ||
| Patty McDermott | Board President | — | ||
| Mary Tafuri Ross | Secretary | — | ||
| Cathleen M Laverty | Treasurer | — | ||
| Nanci Wass | Treasurer | — | ||
| Steven Barreto | Board Member | — | ||
| Albert Meyer | Board Member | — | ||
| Dr Stephen J Nelson | Board Member | — | ||
| Margaret Menna | Board Member | — | ||
| Andrew Foster | Board Member | — | ||
| Joseph Rabatin | Board Member | — | ||
| C Evan Smith | Board Member | — | ||
| Annalisa Pederson | Board Member | — | ||
| Fred Surr | Board Member | — | ||
| Alexis Evangelos | Board Member | — | ||
| Peter Lauro | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Joshua Rohde | Board Member | Hidden | ||
| Mary Tafuri Ross | Board President | — | ||
| Andrew Shapiro-Zysk | Board President | — | ||
| Dr Kathleen Swann | Board President | — | ||
| Zach Krase | Secretary | — | ||
| Cathleen M Laverty | Treasurer | — | ||
| Nanci Wass | Treasurer | — | ||
| Steven Barreto | Board Member | — | ||
| Albert Meyer | Board Member | — | ||
| Dr Stephen J Nelson | Board Member | — | ||
| Rebecca Leuchak | Board Member | — | ||
| Margaret Menna | Board Member | — | ||
| Ellen Conner | Board Member | — | ||
| Andrew Foster | Board Member | — | ||
| Vince Edwards | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Joshua Rohde | Board Member | Hidden | ||
| Mary Tafuri Ross | Board President | — | ||
| Andrew Shapiro-Zysk | Board President | — | ||
| Dr Kathleen Swann | Board President | — | ||
| Zach Krase | Secretary | — | ||
| Cathleen M Laverty | Treasurer | — | ||
| Nanci Wass | Treasurer | — | ||
| Dr Raymond Richardson | Board Member | — | ||
| Steven Barreto | Board Member | — | ||
| Albert Meyer | Board Member | — | ||
| Dr Stephen J Nelson | Board Member | — | ||
| Rebecca Leuchak | Board Member | — | ||
| Margaret Menna | Board Member | — | ||
| Ellen Conner | Board Member | — | ||
| Andrew Foster | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 47 other orgs in RI with NTEE prefix A6.
Most-divergent component: governance score sits 25 points below the peer median (50 vs. 75).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
What's driving this score
- No individual risk drivers stand out. Overall score reflects component balance, not any single signal.
What would change this score
No specific high-impact levers identified — this org's score is balanced across components.
Improving governance is a board decision. These are the levers.