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
38
Score
Governance
50
Score
Financial
15
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
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 | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 11.5% | 38 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 10.7% | 42 | Fragile | Decline Risk | |
| 2021 | — | — | 13.7% | 48 | Fragile | Recovery | |
| 2020 | — | — | 12.9% | 36 | Financially Distressed | Decline Risk | |
| 2019 | — | — | 13.1% | 38 | Financially Distressed | Stable Watch | |
| 2018 | — | — | 7.9% | 40 | Financially Distressed | Recovery | |
| 2017 | — | — | 12.9% | 32 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 13.1% | 34 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 7.5% | 34 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 11.9% | 32 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | 12.8% | 32 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 11.4% | 32 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Sarah Shoffner | Executive Director | 10.4% of Rev | ||
| Danielle Gallian | Board Member | — | ||
| Curtis Creekmore | Board Member | — | ||
| Brian Levin | Board Member | — | ||
| John Ferguson | Board Member | — | ||
| Devin P Lalas | Board Member | — | ||
| Jenn Garofolo | Board Member | — | ||
| Monika Wirtz | Board Member | — | ||
| Michael Steinberg | Board Member | — | ||
| Richard Redmond | Board Member | — | ||
| John Strumwasser | Directer | — | ||
| Alfred OConnell | Board President | — | ||
| Shalyn Bond | Secretary | — | ||
| Kerry Patterson | Treasurer | — | ||
| Tyler Brewer | Board President | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Sarah Shoffner | Executive Director | 11.5% of Rev | ||
| Tom Armstrong | Board Member | — | ||
| Rich Redmond | Board Member | — | ||
| Monika Wirtz | Board Member | — | ||
| David Simpson | Board Member | — | ||
| Jake P Pitochelli | Board Member | — | ||
| John Strumwasser | Directer | — | ||
| George Hinds | Board Member | — | ||
| Andy M Chau | Board Member | — | ||
| Curtis Creekmore | Board Member | — | ||
| John Ferguson | Board Member | — | ||
| Nicholas Everage | Board Member | — | ||
| Devan Lalas | Secretary | — | ||
| Alfred OConnell | Board President | — | ||
| Tyler Brewer | Board President | — | ||
| Kerry Patterson | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Craig Coogan | Executive Director | 11.0% of Rev | ||
| Joshua Foster | Board Member | — | ||
| Ken Hirschkind | Board Member | — | ||
| Mark Fitzforry | Board Member | — | ||
| David Simpson | Board Member | — | ||
| Russell P Plato | Board Member | — | ||
| Monika Wirtz | Board Member | — | ||
| Theresa Murray | Board Member | — | ||
| Izzy Berdan | Board Member | — | ||
| Stephen M Conner | Board Member | — | ||
| Nicholas Everage | Board Member | — | ||
| Shawn DeVeau | Board Member | — | ||
| Jeffrey Hovis | Secretary | — | ||
| Alfred OConnell | Board President | — | ||
| Kerry Patterson | Treasurer | — | ||
| Tyler Brewer | 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
15 / 100
weight 40%
Governance risk
50 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
38 / 100
Priority Review
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: program score sits 31 points above the peer median (60 vs. 29).
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 11.5% sits within the sector's 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:
- Build cash reserves to at least 3 months of operating expenses — moves financial resilience score meaningfully (~10 points).
Improving governance is a board decision. These are the levers.