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
44
Score
Governance
42
Score
Financial
50
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
Financial Era
Governance Era
Trajectory Era
Steady State
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | — | — | Unknown | — | |
| 2022 | Hidden | Hidden | — | — | Unknown | — | |
| 2021 | — | — | 29.5% | 44 | Governance-Stressed | Gov Risk | |
| 2020 | — | — | 25.7% | 46 | Governance-Stressed | Recovery | |
| 2019 | — | — | 28.1% | 42 | Governance-Stressed | Gov Risk | |
| 2018 | — | — | — | 45 | Fragile | Stable Watch | |
| 2017 | — | — | — | 45 | Fragile | Recovery | |
| 2016 | — | — | — | 43 | Fragile | Recovery | |
| 2015 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 25 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 37 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JEAN FORD WEBB | Executive Director | 37.6% of Rev | ||
| JEAN FORD WEBB | Executive Director | 36.0% of Rev | ||
| DAN HART | Board President | — | ||
| MARY GILBERT | Treasurer | — | ||
| BETH RAYMOND | Secretary | — | ||
| ANNIKA COX | Board Member | — | ||
| TRACY DRISCOLL | Board Member | — | ||
| JAMES KAUFMAN | Board Member | — | ||
| KEVIN HAMPE | Board Member | — | ||
| RENANA KEHOE | Board Member | — | ||
| KATIE LINDEMANN | Board Member | — | ||
| KEVIN SCOLLAN | Board Member | — | ||
| DIEGO CHEVERE | Secretary | — | ||
| ANNIKA COX | Treasurer | — | ||
| TRACY DRISCOLL | Board President | — | ||
| KEVIN HAMPE | Board Member | — | ||
| DAN HART | Board President | — | ||
| KATHIE LINDEMANN | Board Member | — | ||
| KEVIN SCOLLAN | Board Member | — | ||
| RENANA KEHOE GREENBERG | Board Member | — | ||
| ANNIKA COX | Board Member | — | ||
| BETH RAYMOND | Board Member | — | ||
| TRACY DRISCOLL | Board Member | — | ||
| KEVIN HAMPE | Board Member | — | ||
| RANANA KEHOE | Board Member | — | ||
| KATHIE LINDEMANN | Board Member | — | ||
| KEVIN SCOLLAN | Board Member | — | ||
| AMY BECKWITH | Board Member | — | ||
| JIM KAUFMAN | Board Member | — | ||
| DAN HART | Board President | — | ||
| MARY GILBERT | Treasurer | — | ||
| BETH RAYMOND | Secretary | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JEAN FORD WEBB | Executive Director | 28.7% of Rev | ||
| JEAN FORD WEBB | Executive Director | 27.9% of Rev | ||
| JAMES D KAUFMAN | Board Member | — | ||
| MARY GILBERT | Treasurer | — | ||
| KATHIE LINDEMANN | Board Member | — | ||
| JAMIE CONNORS | Board Member | — | ||
| JOHN HAVEN | Board Member | — | ||
| KEVIN SCOLLAN | Board Member | — | ||
| AMY BECKWITH | Board Member | — | ||
| STACY DIMINO | Board Member | — | ||
| KEVIN HAMPE | Board Member | — | ||
| DAN HART | Board President | — | ||
| TRACY DRISCOLL | Board Member | — | ||
| MARIE-LOUISE KEHOE | Board Member | — | ||
| JAMES D KAUFMAN | Board Member | — | ||
| MARY GILBERT | Secretary | — | ||
| KATHIE LINDEMANN | Board Member | — | ||
| JAMIE CONNORS | Board Member | — | ||
| JOHN HAVEN | Board Member | — | ||
| KEVIN SCOLLAN | Board Member | — | ||
| AMY BECKWITH | Board Member | — | ||
| STACY DIMINO | Board Member | — | ||
| KEVIN HAMPE | Board Member | — | ||
| DAN HART | Board President | — | ||
| PAMELA LAYTON | Treasurer | — | ||
| TRACY DRISCOLL | Board Member | — | ||
| MARIE-LOUISE KEHOE | 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
50 / 100
weight 40%
Governance risk
42 / 100
weight 40%
Program scale
45 / 100
weight 20%
Overall
44 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 222 other orgs in MA with NTEE prefix A2.
Most-divergent component: governance score sits 34 points below the peer median (42 vs. 76).
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 29.5% is modestly above the sector's healthy band (18–22%) — worth monitoring.
What would change this score
The two changes that would most improve this score:
- Reduce top-officer compensation from 29.5% to under 22% of revenue — would move governance score by ~15 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.