Steady State
Steady State
Market
Archetype
Mechanical
Natural
Tier
Developing
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
54
Score
Governance
55
Score
Financial
50
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
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 | Hidden | Hidden | 8.0% | 54 | Fragile | Recovery | |
| 2023 | — | — | 8.3% | 50 | Fragile | Decline Risk | |
| 2022 | — | — | 6.9% | 54 | Fragile | Stable Watch | |
| 2021 | — | — | 9.9% | 54 | Fragile | Stable Watch | |
| 2020 | — | — | 7.8% | 54 | Fragile | Recovery | |
| 2019 | — | — | 9.0% | 50 | Fragile | Stable Watch | |
| 2018 | — | — | 9.4% | 50 | Fragile | Decline Risk | |
| 2017 | — | — | 6.2% | 54 | Fragile | Recovery | |
| 2016 | — | — | 7.0% | 38 | Financially Distressed | Decline Risk | |
| 2015 | — | — | 8.8% | 45 | Fragile | Decline Risk | |
| 2014 | — | — | 6.8% | 38 | Financially Distressed | Recovery | |
| 2013 | — | — | 15.7% | 30 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 18.2% | 35 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | 10.2% | 34 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ELAINE CARROLL | Executive Director | Hidden | ||
| CRAIG D HLAVAC | Board President | — | ||
| RUBEN RODRIGUEZ | Secretary | — | ||
| PATRICK DUNLEAVEY | Treasurer | — | ||
| AMEY MARRELLA | Board President | — | ||
| BURTON ALTER | Board Member | — | ||
| LINDA ASTMANN | Board Member | — | ||
| JONATHAN BERRYMAN | Board Member | — | ||
| THOMAS CAVALIERE | Board Member | — | ||
| KEITH CHURCHWELL | Board Member | — | ||
| ELIZABETH DONIUS | Board Member | — | ||
| BERT DOVO | Board Member | — | ||
| BILL FOX | Board Member | — | ||
| JOSE GARCIA-LEON | Board Member | — | ||
| ZANAIYA LEON | Board Member | — | ||
| ANNIE LIN | Board Member | — | ||
| GEORGE LOGAN | Board Member | — | ||
| RICHARD LOPRESTI | Board Member | — | ||
| JAMES MORLEY | Board Member | — | ||
| GREGORY MUCCILLI | Board Member | — | ||
| DAVID RYAN | Board Member | — | ||
| CRISTI STROUD | Board Member | — | ||
| LYNN TANOUE | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ELAINE CARROLL | Executive Director | Hidden | ||
| FORREST TEMPLE | CONTROLLER | Hidden | ||
| AMEY MARRELLA | Board Member | — | ||
| ANNE BENOWITZ | Secretary | — | ||
| ANNIE LIN | Board Member | — | ||
| BERT DOVO | Board Member | — | ||
| BURTON ALTER | Board Member | — | ||
| CHRISTOPHER H GETMAN | Board Member | — | ||
| CRAIG HLAVAC | Board Member | — | ||
| D CRISTI STROUD | Board President | — | ||
| DAVID E SCHANCUPP | Board Member | — | ||
| DR STEN VERMUND | Board Member | — | ||
| ELIZABETH DONIUS | Board Member | — | ||
| GEORGE LOGAN | Board Member | — | ||
| JAMES T MORLEY | Board Member | — | ||
| JONATHAN BERRYMAN | Board Member | — | ||
| KEITH CHURCHWELL MD | Board President | — | ||
| LAURIE MCCURDY GERARD | Board Member | — | ||
| LINDA ASTMANN | Board Member | — | ||
| PATRICK DUNLEAVEY | Treasurer | — | ||
| RICHARD LOPRESTI | Board Member | — | ||
| ROBERT BLOCKER | Board Member | — | ||
| ROBERT DIGIOIA | Board Member | — | ||
| SHARI SMITH | Board Member | — | ||
| THOMAS CAVALIERE | Board Member | — | ||
| ZANAIYA LEON | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ELAINE CARROLL | CHEIF EXECUTIVE OFFICER | Hidden | ||
| FORREST TEMPLE | Treasurer | Hidden | ||
| DR CHARLES E WARNER | Board Member | — | ||
| ZANAIYA LEON | Board Member | — | ||
| ANNIE LIN | Board Member | — | ||
| GEORGE LOGAN | Board Member | — | ||
| SHARI SMITH | Board Member | — | ||
| DR STEN VERMUND | Board Member | — | ||
| JAMES ALFIERI | Secretary | — | ||
| BURTON ALTER | Board Member | — | ||
| LINDA ASTMANN | Board Member | — | ||
| ANNE BENOWITZ | Board Member | — | ||
| JONATHAN BERRYMAN | Board Member | — | ||
| ROBERT BLOCKER | Board Member | — | ||
| KEITH CHURCHWELL MD | Board President | — | ||
| ROBERT DEGIOIA | Board Member | — | ||
| BERT DOVO | Board Member | — | ||
| PATRICK DUNLEAVEY | Treasurer | — | ||
| BRIAN GEDICKS | Board Member | — | ||
| LAURIE MCCURDY GERARD | Board Member | — | ||
| CHRISTOPHER H GETMAN | Board Member | — | ||
| BRUCE KALK | Board Member | — | ||
| RICHARD LOPRESTI | Board Member | — | ||
| AMEY MARRELLA | Board Member | — | ||
| JAMES T MORLEY | Board Member | — | ||
| DAVID E SCHANCUPP | Board Member | — | ||
| D CRISTI STROUD | Board President | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
50 / 100
weight 40%
Governance risk
55 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
54 / 100
Developing
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 130 other orgs in CT with NTEE prefix A6.
Most-divergent component: program score sits 32 points above the peer median (60 vs. 28).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
What's driving this score
- Comp-to-revenue ratio of 8.0% sits within the sector's healthy band (18–22%).
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.