Steady State
Steady State
Market
Archetype
Mechanical
Natural
Tier
Priority Review
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
35
Score
Governance
42
Score
Financial
30
Score
Program
45
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
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 | 35.6% | 35 | Critical Intervention Needed | Gov Risk | |
| 2023 | — | — | 29.4% | 42 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | — | 49 | Fragile | Decline Risk | |
| 2021 | — | — | — | 48 | Fragile | Recovery | |
| 2019 | — | — | — | 47 | Financially Distressed | Recovery | |
| 2018 | — | — | — | 48 | Fragile | Recovery | |
| 2017 | — | — | — | 38 | Financially Distressed | Decline Risk | |
| 2016 | — | — | — | 44 | Financially Distressed | Decline Risk | |
| 2015 | — | — | — | 48 | Fragile | Recovery | |
| 2014 | — | — | — | 44 | Financially Distressed | Stable Watch | |
| 2013 | — | — | — | 44 | Financially Distressed | Recovery | |
| 2012 | — | — | 19.4% | 47 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MORI TATIANA | EXECUTIVE DI | 35.6% of Rev | ||
| TATIANA MORI | EXECUTIVE DI | 32.0% of Rev | ||
| TATIANA MORI | EXECUTIVE DI | 32.0% of Rev | ||
| DORIANNE SAMUELS | Board President | — | ||
| CHRISTINA VOLKWEIN | VICE PRESIDE | — | ||
| LINDA SHIRLEY | Secretary | — | ||
| SUSAN KALLA | Treasurer | — | ||
| MARIA STITCH | VICE PRESIDE | — | ||
| BORNER ANDREW | Board Member | — | ||
| FERESHTEH PRIOU | INTERIM TREA | — | ||
| KELTZ ANDREW | Board Member | — | ||
| ANDREW BORNER | Board Member | — | ||
| O'SHEA BARBARA | Board Member | — | ||
| ANNE MARIE HYNES | Board Member | — | ||
| KOSTAKIS FELICITY | Board Member | — | ||
| ALLEN JACKSON | Board Member | — | ||
| SMURLO FRANK | Board Member | — | ||
| FELICITY KOSTAKIS | Board Member | — | ||
| HYNES ANNE MARIE | Board Member | — | ||
| BARBARA O'SHEA | Board Member | — | ||
| LERNER MICHAEL | Board Member | — | ||
| FRANK SMURLO | Board Member | — | ||
| STRONG ROBERT | Board Member | — | ||
| GUERIN SUZANNE | Board Member | — | ||
| AMITA KALRA | Treasurer | — | ||
| SHIRLEY LINDA | Secretary | — | ||
| DORIANNE SAMUELS | Board President | — | ||
| CHRISTINA VOLKWEIN | VICE PRESIDE | — | ||
| DORIANNE SAMUELS | Board President | — | ||
| CHRISTINA VOLKWEIN | VICE PRESIDE | — | ||
| LINDA SHIRLEY | Secretary | — | ||
| SUSAN KALLA | Treasurer | — | ||
| MARIA STITCH | VICE PRESIDE | — | ||
| FERESHTEH PRIOU | INTERIM TREA | — | ||
| ANDREW BORNER | Board Member | — | ||
| ANNE MARIE HYNES | Board Member | — | ||
| ALLEN JACKSON | Board Member | — | ||
| FELICITY KOSTAKIS | Board Member | — | ||
| BARBARA O'SHEA | Board Member | — | ||
| FRANK SMURLO | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DORIANNE SAMUELS | Board President | — | ||
| SUSAN KALLA | Board President | — | ||
| PRIOU FERESHTEH | Treasurer | — | ||
| LINDA SHIRLEY | Secretary | — | ||
| ANDREW BORNER | Board Member | — | ||
| LAUREL FROST | Board Member | — | ||
| LOUISA GREENE | Board Member | — | ||
| ANNE MARIE HYNES | Board Member | — | ||
| FELICITY KOSTAKIS | Board Member | — | ||
| ROCCO NATALE | Board Member | — | ||
| BARBARA O'SHEA | Board Member | — | ||
| MARIA STICH | Board Member | — | ||
| CHRISTINE YOUNG | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DEIDRE PIERSON | Board President | — | ||
| DORIANNE SAMUELS | Board President | — | ||
| STEVE CUNNINGHAM | Treasurer | — | ||
| LINDA SHIRLEY | Secretary | — | ||
| ANDREW BORNER | Board Member | — | ||
| LAURA CUNNINGHAM | Board Member | — | ||
| ANNE MARIE HYNES | Board Member | — | ||
| ALLEN JACKSON | Board Member | — | ||
| BARBARA O'SHEA | Board Member | — | ||
| MARGARET E SIMON | Board Member | — | ||
| MARIA STICH | Board Member | — | ||
| CHRISTINE YOUNG | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LAURA CUNNINGHAM | Board President | — | ||
| DORIANNE SAMUELS | Board President | — | ||
| FERESHTEH PRIOU | Treasurer | — | ||
| LYNN GARELICK | Secretary | — | ||
| LAUREL FROST | Board Member | — | ||
| ANNE MARIE HYNES | Board Member | — | ||
| MARY A JACOBSON | Board Member | — | ||
| MARIE EVE MURR | Board Member | — | ||
| BARBARA O'SHEA | Board Member | — | ||
| DEIDRE PIERSON | Board Member | — | ||
| CYNTHIA POWELL | Board Member | — | ||
| LINDA SHIRLEY | Board Member | — | ||
| MARGARET E SIMON | Board Member | — | ||
| MARIA KELLY STEVENS | Board Member | — | ||
| MARIA STICH | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
30 / 100
weight 40%
Governance risk
42 / 100
weight 40%
Program scale
45 / 100
weight 20%
Overall
35 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 76 other orgs in CT with NTEE prefix A2.
Most-divergent component: financial score sits 41 points below the peer median (30 vs. 71).
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 35.6% is above the 90th percentile for orgs of this size (healthy band: 18–22%).
- Financial resilience score in the bottom quartile — reserves and liabilities ratios warrant review.
What would change this score
The two changes that would most improve this score:
- Reduce top-officer compensation from 35.6% to under 22% of revenue — would move governance score by ~27 points.
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
Improving governance is a board decision. These are the levers.