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 | — | — | — | 41 | Fragile | Decline Risk | |
| 2023 | Hidden | Hidden | — | 45 | Fragile | Recovery | |
| 2022 | — | — | — | 37 | Fragile | Decline Risk | |
| 2021 | — | — | — | 39 | Fragile | Recovery | |
| 2020 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | — | 41 | Fragile | Recovery | |
| 2018 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | — | 27 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 23 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 31 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | — | 23 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 27 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | — | 23 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KIM WIEDENMANN | Board President | — | ||
| LEVENTE GYORGY | Treasurer | — | ||
| STEPHEN MAJOROS | Secretary | — | ||
| PHILIP VENTRY | Board Member | — | ||
| KRISTEN HINCKLEY | Board Member | — | ||
| ROSALIND GALLAGHER | Board Member | — | ||
| BALAZS SOMOGYI | Board Member | — | ||
| CSILLA SOMOGYI | Board Member | — | ||
| KIM FORMICA | Board Member | — | ||
| TIMEA MEHESZ | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| HOLLY LAFOND | Board Member | — | ||
| EDWARD MITCHELL | Board Member | — | ||
| BALAZS SOMOGYI | Board Member | — | ||
| CSILLA SOMOGYI | Board Member | — | ||
| SARAH GRANT | Board President | — | ||
| COLLEEN GALUSHKO | Board President | — | ||
| TAMMY LAMB | Treasurer | — | ||
| GREG ALLEN | Secretary | — | ||
| PHILIP VENTRY | Board Member | — | ||
| PATRICIA COPPOLA | Board Member | — | ||
| ELIZABETH DRAGHI | Board Member | — | ||
| ROSALIND GALLAGHER | Board Member | — | ||
| JOSEPH KATA | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 183 other orgs in CT with NTEE prefix A6.
Most-divergent component: governance score sits 10 points below the peer median (50 vs. 60).
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.
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.