May Institute Inc.
Shaping Futures, Changing Lives
May Institute Inc.
EIN: 04-2197449
as of November 2025
as of November 14, 2025
Mission
May Institute proudly serves individuals across the lifespan with autism, developmental disabilities, intellectual disabilities, and neurological disorders to promote independence, choice, dignity and respect. We provide compassionate and caring educational, therapeutic, habilitative, and consulting services grounded in evidence-based practice.
Ruling year
1957
CHAIRPERSON, DIRECTOR
Richard Wichmann
Main address
41 Pacella Park Dr
Randolph, MA 02368-1755 USA
EIN
04-2197449
Special needs education
Autism
Education services
Human services
Early childhood education
Population served
People with disabilities
Caregivers
Academics
Adults
Children and youth
NTEE code
Developmentally Disabled Services/Centers (P82)
IRS subsection
501(c)(3) Public Charity
IRS filing requirement
This organization is required to file an IRS Form 990 or 990-EZ.
Tax forms
Communication
Affiliations
Programs and results
Reports and documents
Download other documentsWhat we aim to solve
Our greatest goal of our organization is to continually improve the quality of life for the people we serve, and our employees through evidence-based practices, efficient operations, innovation, and data-based decision making. We strive to become the standard of excellence in service delivery in every market we operate.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
5. May Center School for Autism and Developmental Disabilities - Randolph
The May Center School provides educational and vocational services to children, ages 2.9-22, with autism spectrum disorder (ASD) and other developmental disabilities. It is one of May Institute’s four special education schools in Massachusetts for students with autism and other special needs. Approximately 50 percent of the students who attend the school live in one of our community-based residences. The classrooms typically have 1:2 staff-student ratios, and our highly trained staff utilize the most effective methods of working with children with asd. Classroom activities emphasize all areas of a student's development, including communication, language, social, school-readiness, self-care, and play skills. For older students, we emphasize transitional skills and strive to help students live more independently. The Todd Fournier Center for Employment Training and Community Inclusion, located on the May Center campus, helps prepare young people to successfully transition from a school environment into the larger, and often more challenging, outside world.
1. May Center School for Autism and Developmental Disabilities - Wilmington
The May Center for Child Development in Wilmington is one of four May Institute private special education schools in Massachusetts that serves children and adolescents, ages 3-22, with autism spectrum disorders (ASD) and other developmental disabilities. Our full-day, year-round programs provide individualized education and vocational training support.
2. May Centers for Autism Spectrum Disorders- Military Families
More than 23,000 military dependents have a diagnosis on the autism spectrum, and their condition is made more difficult by the unique circumstances that accompany military life. May Centers for Autism Spectrum Disorders are dedicated to meeting the pressing need for services for children with ASD in military families. The difficulties presented by a diagnosis are often exacerbated when a spouse is away for extended periods of time, when transfers create abrupt changes in daily routines and, most of all, when effective services are not accessible. Through our home-based therapy services we help families develop essential skills that enable them to provide support for their children and to effectively manage complicated lives. We serve all branches of the military — Army, Marines, Navy, Air Force, and Coast Guard — at installations across the country.
3. National Autism Center
When a child or adult is diagnosed with autism spectrum disorder (ASD), every member of the family is affected. While each experience is unique, there are common challenges that most individuals and their relatives face throughout their journeys. These include dealing with the diagnosis, choosing the best treatment options, and building a strong and supportive network. The National Autism Center is May Institute’s Center for the Promotion of Evidence-based Practice. It is a nonprofit organization dedicated to disseminating evidence-based information about the treatment of autism spectrum disorder (ASD), promoting best practices, and offering comprehensive and reliable resources for families, practitioners, and communities. The National Autism Center resides on a campus shared by May Institute’s corporate headquarters, the May Center School for Autism and Developmental Disabilities, the May Center for Evaluation and Treatment, and a Day Habilitation Program for adults with disabilities.
4. May Centers for Adult Services
May Institute provides a wide range of community-based services for adults of all ages with autism and other developmental disabilities. These services include over 100 residential group homes and supported living apartments, as well as day programming, vocational training, and supported employment. Dedicated, experienced staff are committed to providing respectful, effective, and supportive services within community settings.
Early Intervention and Applied Behavior Analysis Children's Services
We offer a wide variety of programs to help children and adolescents reach their highest potential. Through our May Centers for ABA Services, we provide center-based, home-based, and school-based services to children and families in multiple locations. We invite you to browse through this section of our website to learn more about each of these service areas. Our May Center for Early Intervention in western Massachusetts is funded through the Massachusetts Department of Public Health (DPH) and provides supports to children from birth to age 3. A child may be eligible for services if s/he has a developmental delay. This could mean that he or she is not saying many or any words; not sitting, crawling, or walking when expected; has a diagnosed disability such as Down syndrome, cerebral palsy, or autism; and/or lives in an environment that would put him or her at risk of developing delays.
Where we work
-
Florida (United States)
-
Global
-
Massachusetts (United States)
-
United States
Awards
Outstanding Training Program Award 2005
Association for Behavioral and Cognitive Therapies
Enduring Programmatic Contributions in Behavior Analysis 2007
Society for the Advancement of Behavior Analysis
Peer Provider Award 2011
Massachusetts Council of Human Service Providers
Affiliations & memberships
American Psychological Association 2000
Our results
How does this organization measure their results? It's a hard question but an important one.
Individuals and families who received intensive, community based services.
This metric is no longer tracked.Totals By Year
Type of Metric
Other - describing something else
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
Goals & Strategy
Learn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
There are five strategic goals May Institute is aiming to accomplish within the next five years. They are as follows:
1. Increase our positive impact on the lives of those we serve. We will do this by providing contemporary and evidence-based instructional and clinical services to set a foundation for a lifetime of learning for individuals to achieve their highest level of independence.
2. Become a highly competitive employer of choice for mission driven human service employees. We will do this by creating an inclusive environment where employees feel valued, empowered, and engaged. We will also position May Institute as an excellent training organization for clinicians, teachers, direct support professionals, and managers.
3. Expand service capacity and reach. We will do this by expanding and replicating existing the successful service model, growing services that support or enhance existing service model, and by increasing visibility of our service offerings by improving recognition of the May Institute/National Autism Center brand.
4. Ensure sustainable long-term visibility and growth. We will do this by implementing financial standards for new and existing services, and leveraging existing technology and identify new technology to maximize the effectiveness of the organization. We will also implement continuous process improvement to ensure our administrative departments are operating efficiently and effectively and are exceeding customer service standards.
5. Develop, disseminate, and influence innovative, evidence-informed practices and research for individuals with autism spectrum disorder, brain injury, and other neurobehavioral disorders, across the lifespan. We will do this by prioritizing the growth and dissemination of applied research at May Institute to ensure continued innovation and improvements in service delivery internally and in the field.
What are the organization's key strategies for making this happen?
To increase the lives of the individuals served, we will provide contemporary and evidence-based instructional and clinical services to set a foundation for a lifetime of learning for individuals to achieve their highest level of independence. To become a competitive employer of choice for mission driven human service employees, we will
create an inclusive environment where employees feel valued, empowered, and engaged. We will also position May Institute as an excellent training organization for clinicians, teachers, direct support professionals, and managers. To expand service capacity and reach, we will do this by expanding and replicating existing the successful service model, growing services that support or enhance existing service model, and by increasing visibility of our service offerings by improving recognition of the May Institute/National Autism Center brand.
To ensure sustainable long-term visibility and growth, we will implement financial standards for new and existing services and leverage existing technology and identify new technology to maximize the effectiveness of the organization. We will also implement continuous process improvement to ensure our administrative departments are operating. To develop, disseminate, and influence innovative, evidence-informed practices and research for individuals with autism spectrum disorder, brain injury, and other neurobehavioral disorders, across the lifespan, we will prioritize the growth and dissemination of applied research at May Institute to ensure continued innovation and improvements in service delivery internally and in the field. efficiently and effectively and are exceeding customer service standards.
What are the organization's capabilities for doing this?
What have they accomplished so far and what's next?
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2024 info
0.68
Months of cash in 2024 info
1
Fringe rate in 2024 info
18%
Funding sources info
Assets & liabilities info
Financial data
May Institute Inc.
Balance sheetFiscal Year: Jul 01 - Jun 30
The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.
Fiscal Year: Jul 01 - Jun 30
This snapshot of May Institute Inc.’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.
Created in partnership with
Business model indicators
| Profitability info | 2020 | 2021 | 2022 | 2023 | 2024 |
|---|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | $2,161,697 | $6,682,828 | $5,565,603 | $5,579,828 | $7,785,834 |
| As % of expenses | 1.7% | 5.3% | 4.1% | 4.0% | 5.4% |
| Unrestricted surplus (deficit) after depreciation | $192,795 | $4,739,469 | $3,371,117 | $3,151,079 | $5,305,059 |
| As % of expenses | 0.1% | 3.7% | 2.5% | 2.2% | 3.6% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $131,566,926 | $132,994,420 | $141,934,180 | $142,925,248 | $149,683,465 |
| Total revenue, % change over prior year | 5.3% | 1.1% | 6.7% | 0.7% | 4.7% |
| Program services revenue | 99.0% | 97.5% | 97.9% | 97.7% | 97.8% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | 0.3% | 0.1% | 0.1% | 0.4% | 0.5% |
| Government grants | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| All other grants and contributions | 0.6% | 1.1% | 1.4% | 1.3% | 1.0% |
| Other revenue | 0.1% | 1.3% | 0.5% | 0.7% | 0.7% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $129,137,300 | $126,016,673 | $134,875,402 | $138,498,267 | $142,988,685 |
| Total expenses, % change over prior year | 5.8% | -2.4% | 7.0% | 2.7% | 3.2% |
| Personnel | 83.8% | 82.4% | 83.5% | 82.8% | 82.3% |
| Professional fees | 0.1% | 0.2% | 0.2% | 0.2% | 0.2% |
| Occupancy | 7.5% | 8.6% | 7.9% | 7.9% | 7.8% |
| Interest | 0.8% | 0.4% | 0.5% | 0.7% | 1.3% |
| Pass-through | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| All other expenses | 7.7% | 8.4% | 7.9% | 8.5% | 8.4% |
| Full cost components (estimated) info | 2020 | 2021 | 2022 | 2023 | 2024 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $131,106,202 | $127,960,032 | $137,069,888 | $140,927,016 | $145,469,460 |
| One month of savings | $10,761,442 | $10,501,389 | $11,239,617 | $11,541,522 | $11,915,724 |
| Debt principal payment | $1,040,859 | $0 | $0 | $773,122 | $0 |
| Fixed asset additions | $0 | $8,783,043 | $3,299,955 | $2,659,809 | $3,052,216 |
| Total full costs (estimated) | $142,908,503 | $147,244,464 | $151,609,460 | $155,901,469 | $160,437,400 |
Capital structure indicators
| Liquidity info | 2020 | 2021 | 2022 | 2023 | 2024 |
|---|---|---|---|---|---|
| Months of cash | 0.5 | 0.8 | 1.0 | 1.2 | 1.0 |
| Months of cash and investments | 1.5 | 2.1 | 2.1 | 2.4 | 2.4 |
| Months of estimated liquid unrestricted net assets | 1.6 | 2.1 | 2.3 | 2.5 | 2.8 |
| Balance sheet composition info | 2020 | 2021 | 2022 | 2023 | 2024 |
|---|---|---|---|---|---|
| Cash | $5,591,684 | $8,079,369 | $10,993,864 | $13,888,929 | $12,040,859 |
| Investments | $10,015,392 | $14,387,878 | $12,769,726 | $14,207,621 | $16,327,475 |
| Receivables | $14,817,674 | $15,416,453 | $14,680,839 | $10,675,348 | $14,670,897 |
| Gross land, buildings, equipment (LBE) | $55,096,963 | $63,885,793 | $66,190,769 | $68,561,946 | $71,588,334 |
| Accumulated depreciation (as a % of LBE) | 47.3% | 43.8% | 44.1% | 45.7% | 47.2% |
| Liabilities (as a % of assets) | 60.6% | 62.5% | 59.4% | 63.8% | 60.2% |
| Unrestricted net assets | $25,133,174 | $29,872,643 | $33,243,760 | $36,394,839 | $41,699,898 |
| Temporarily restricted net assets | N/A | N/A | N/A | N/A | N/A |
| Permanently restricted net assets | N/A | N/A | N/A | N/A | N/A |
| Total restricted net assets | $58,014 | $17,871 | $22,621 | $26,321 | $105,268 |
| Total net assets | $25,191,188 | $29,890,514 | $33,266,381 | $36,421,160 | $41,805,166 |
Key data checks
| Key data checks info | 2020 | 2021 | 2022 | 2023 | 2024 |
|---|---|---|---|---|---|
| Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
CHAIRPERSON, DIRECTOR
Richard Wichmann
Number of employees
Source: IRS Form 990
May Institute Inc.
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
May Institute Inc.
Highest paid employeesSOURCE: IRS Form 990
Compensation data
May Institute Inc.
Board of directorsas of 6/25/2025
Board of directors data
Don Ricciato DIRECTOR
Ikechukwu Okonkwo DIRECTOR
Joan Goldberg DIRECTOR
Jocelyn Frederick DIRECTOR (UNTIL 3/24)
John Murphy DIRECTOR
John Westwood DIRECTOR
Jonathan Katz DIRECTOR
Kathleen Zortman DIRECTOR (UNTIL 3/24)
Lee Ann Fatalo DIRECTOR
Mary Lou Maloney DIRECTOR
Nancy Nager VICE CHAIRPERSON/ASST. TREAS, DIRECTOR
Neal Todrys DIRECTOR
Peter Farrell DIRECTOR
Q Sophie Yang SECRETARY, DIRECTOR
Richard Wichmann CHAIRPERSON, DIRECTOR
Stephen Young DIRECTOR
William Rieders DIRECTOR
Organizational demographics
Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.
Leadership
The organization's leader identifies as:
Race & ethnicity
Gender identity
Transgender Identity
Sexual orientation
Disability
Contractors
Fiscal year endingGuideStar Pro Reports
Report successfully added to your cart!
Want more data?
A GuideStar Pro report containing the following information is available for this organization:
- Email contact information
- Financial trends metrics for five most recent years 2024, 2023, 2022, 2021, 2020*
- Financial statements for 2022, 2021, 2020, 2019, 2018
- Letter of Determination
- Officer and/or Employee data for 2024, 2023, 2022, 2021, 2020
- Contractor and/or Paid Preparer data for 2024, 2023, 2022
- Board of Directors data for 2025
- *with the ability to download the data for 2024, 2023, 2022, 2021, 2020
Download it now for $125.
Need the ability to download nonprofit data and more advanced search options?Consider a Pro Search subscription.