333 SOUTH STREET 290, SHREWSBURY, MA, 01545
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Back to SearchThis research-based framework evaluates financial vulnerability by examining four critical risk factors: (1) Equity Deficiency - whether the organization has enough reserves to survive 3+ months without income, (2) Revenue Concentration - whether income is too dependent on one source, (3) Administrative Flexibility - whether admin costs are so low the organization can't cut them in a crisis, and (4) Operating Sustainability - whether they're running deficits. Each factor that falls outside the safe threshold is "flagged." The more flags, the higher the risk of financial distress.
📊 Fewer flags = Lower financial vulnerability and risk
Source: Tuckman & Chang (1991) framework; conservative thresholds validated against 2.08M+ IRS Form 990 filings (Feb 2026) — flags more orgs than strict quintile approach for early-warning detection
Academic framework for nonprofit financial sustainability (Tuckman & Chang, 1991)
This measures how concentrated or diversified the organization's revenue sources are. A score of 1.0 means all revenue comes from one source (maximum risk). Lower scores mean revenue is spread across multiple sources, making the organization more resilient if one source disappears. We analyze 9 revenue categories: government grants, private contributions, membership dues, fundraising events, federated campaigns, related organizations, program service revenue, investment income, and other revenue.
📊 Lower = More diversified revenue streams
Source: Herfindahl-Hirschman Index adapted for nonprofits (Tuckman-Chang)
About: The Tuckman-Chang framework identifies four key indicators of financial vulnerability. 0 flags = low risk, 1–2 = moderate risk, 3–4 = high risk. Validated across thousands of nonprofits since 1991.
UMASS CHAN MEDICAL SCHOOL FOUNDATION INC is a 501(c)(3) with EIN 043108190, based in 333 SOUTH STREET 290, SHREWSBURY, MA, 01545. Founded in 1998, the organization files IRS Form 990 and reported its most recent data for fiscal year 2022. Its Trantor Score is 513 (Poor), reflecting its financial health based on liquidity, solvency, and operational efficiency.
THE UMASS CHAN MEDICAL SCHOOL FOUNDATION, INC. (UMMSF) IS ORGANIZED AND OPERATED EXCLUSIVELY FOR CHARITABLE PURPOSES WITHIN THE MEANING OF SECTION 501(C)(3) OF THE INTERNAL REVENUE CODE OF 1986, AS AMENDED, TO RECEIVE AND DISTRIBUTE CHARITABLE GIFTS AND TO PROVIDE ADVICE AND ASSISTANCE TO THE DEVELOPMENT OFFICE OF THE UNIVERSITY OF MASSACHUSETTS WORCESTER, PARTICULARLY WITH RESPECT TO FUNDRAISING AND PHILANTHROPIC ACTIVITIES INTENDED TO BENEFIT THE UMASS CHAN MEDICAL SCHOOL (UMASS CHAN), THE UNIVERSITY OF MASSACHUSETTS FOUNDATION, INC (UMF), AND ANY OR ALL OF ITS NON-PROFIT SUBSIDIARIES AND AFFILIATES, AND TO CARRY ON ANY OTHER ACTIVITY THAT MAY BE LAWFULLY CARRIED ON BY A CORPORATION FORMED UNDER CHAPTER 180 OF MASSACHUSETTS GENERAL LAWS AND WHICH IS NOT INCONSISTENT WITH THE CORPORATION'S QUALIFICATION AS AN ORGANIZATION DESCRIBED IN SECTION 501(C)(3) OF THE INTERNAL REVENUE CODE. ON NOVEMBER 14, 2019, UMASS CHAN AND UMASS MEMORIAL ENTERED INTO AN AGREEMENT TO AMEND CERTAIN PROVISIONS, TERMS AND CONDITIONS OF THE EXISTING UMASS MEMORIAL FOUNDATION, INC. (UMMF) AGREEMENT, AND THE ORGANIZATION'S NAME WAS CHANGED TO THE UMASS MEDICAL SCHOOL FOUNDATION, INC. (UMMSF). AS A RESULT, COMMENCING ON JANUARY 1, 2020 AND CONTINUING THROUGH DECEMBER 31, 2024, UMMSF NO LONGER RECEIVES OR ADMINISTERS CHARITABLE GIFTS ON BEHALF OF UMASS MEMORIAL, NOR DOES IT PROVIDE FUNDRAISING AND PHILANTHROPIC ADVICE AND ASSISTANCE TO UMASS MEMORIAL. DURING FY23 THE ORGANIZATION'S NAME WAS CHANGED TO THE UMASS CHAN MEDICAL SCHOOL FOUNDATION, INC.
Financial Health & Payment Capacity Assessment
Score based on: Liquidity (40%), Solvency (30%), Sustainability (20%), Efficiency (10%)
| 2022 | 2021 | Change | |
|---|---|---|---|
| Revenue | N/A | N/A | N/A |
| Expenses | $647,211 | $498,566 | +29.8% |
| Net Income | N/A | $-498,566 | N/A |
This is like a financial health report card that combines multiple factors (cash reserves, debt levels, profitability, and efficiency) into one score. A score above 2.6 means the organization is financially healthy. Between 1.1 and 2.6 is the "gray zone" where you should monitor closely. Below 1.1 signals serious financial trouble.
📊 Higher = Lower probability of financial distress
Source: Altman (1968), adapted for nonprofits
This tells you how many months the organization could continue operating if all income suddenly stopped. It's like an emergency fund. Organizations with 6+ months can weather storms, while those with less than 3 months are vulnerable to cash flow problems.
📊 More is better - Operating runway available
Source: Nonprofits should maintain 3-6 months of operating expenses
Formula: Cash ÷ Total Assets
📊 Higher = More liquid assets
Formula: Current Assets - Current Liabilities
📊 Positive = Can cover short-term obligations
This shows whether the organization could pay off all its debts if it sold everything it owns. A ratio of 2.0 means they have $2 in assets for every $1 they owe - double coverage. Below 1.0 means they technically owe more than they own, which is a serious red flag.
📊 Higher is better - Ability to meet all obligations
This tells you what percentage of the organization's assets are financed by debt (money owed to others). For example, 30% means that 30 cents of every dollar in assets is owed to creditors. Lower is better - nonprofits with less than 30% debt are considered low-risk.
📊 Lower is better - Less reliance on debt
This shows what percentage of total spending goes to administrative costs like salaries, office rent, and utilities. While donors prefer low overhead (10-20%), organizations that are too lean (under 10%) may lack the infrastructure needed to operate effectively or adapt during tough times.
📊 Target 10-20% - Balance between efficiency and resilience
⚠️ ⚠️ Two Ways to Look at Admin Costs
From an efficiency view, lower is better. But from a resilience view, very low admin (under 10%) means the organization runs so lean that it has no room to cut costs during a crisis. The sweet spot is 10-20%.
Source: Inspired by Tuckman & Chang (1991) framework; threshold 0.10 is a conservative sector standard (empirical P20 = 0.00 on 2.08M filings)
This measures how efficiently the organization uses its assets to generate revenue. A ratio of 1.0 means they generate $1 in revenue for every $1 in assets they own. Higher is better - organizations with ratios above 1.0 are getting good mileage out of their buildings, equipment, and investments.
📊 Higher = More efficient use of assets
| Name | Title | Hours/Week | Role | Reportable Comp | Other Comp | Total |
|---|---|---|---|---|---|---|
| N/A | TREASURER | 1.0 |
Officer
Director
|
$0 | $82,550 | $458,569 |
| N/A | PRES./CHIEF EXEC. OFFICER | 0.1 |
Officer
Director
|
$0 | $91,540 | $1,548,471 |
| Year | Revenue | Expenses | Assets | Net Income |
|---|---|---|---|---|
| 2024 | No data | No data | No data | No data |
| 2023 | No data | $647,211 | $8,518,328 | No data |
| 2022 | No data | $498,566 | $10,332,730 | No data |
| 2021 | No data | $553,080 | $1,608,968 | No data |
| 2019 | No data | $470,516 | $7,286,016 | No data |
| 2018 | No data | $362,765 | $15,698,125 | No data |
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