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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | — | 53 | Fragile | Recovery | |
| 2022 | — | — | 47.1% | 40 | Governance-Stressed | Recovery | |
| 2021 | — | — | 56.9% | 39 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 48.9% | 20 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | 44.3% | 20 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 43.9% | 19 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 45.1% | 23 | Critical Intervention Needed | Gov Risk | |
| 2016 | — | — | 42.4% | 25 | Critical Intervention Needed | Gov Risk | |
| 2015 | — | — | 52.0% | 25 | Critical Intervention Needed | Gov Risk | |
| 2014 | — | — | 42.4% | 29 | Critical Intervention Needed | Gov Risk | |
| 2013 | — | — | 35.0% | 34 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 32.3% | 38 | Governance-Stressed | Recovery | |
| 2011 | — | — | 38.4% | 34 | Critical Intervention Needed | Gov Risk | |
| 2010 | — | — | 32.3% | 42 | Governance-Stressed | Gov Risk |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DOINA SIMOVICI | Board President | 39.4% of Rev | ||
| KATHLEEN HOGAN | Secretary | — | ||
| LISA MACDONALD | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DOINA SIMOVICI | Board President | 40.8% of Rev | ||
| KATHLEEN HOGAN | Secretary | — | ||
| LISA MACDONALD | Board Member | — | ||
| ANN SCHWARZ | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DOINA SIMOVICI | Board President | 48.2% of Rev | ||
| KATHLEEN HOGAN | Secretary | — | ||
| LISA MACDONALD | Board Member | — | ||
| ANN SCHWARZ | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DOINA SIMOVICI | Board President | — | ||
| KATHLEEN HOGAN | Secretary | — | ||
| EARLE BAILEY | Board Member | — | ||
| ANN SCHWARZ | Board Member | — |
Score breakdown
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 33 points above the peer median (75 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
- Net assets declined for 3 consecutive years of deficit spending; cash runway narrowing.
What would change this score
The two changes that would most improve this score:
- Stabilize program expenses or grow earned-income revenue to break the consecutive-deficit pattern (~8 points to financial score).
Improving governance is a board decision. These are the levers.