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
31
Score
Governance
50
Score
Financial
30
Score
Program
5
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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | — | — | Unknown | — | |
| 2022 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 41 | Fragile | Decline Risk | |
| 2020 | — | — | — | 47 | Fragile | Recovery | |
| 2019 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 43 | Financially Distressed | Decline Risk | |
| 2011 | — | — | — | 51 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHRIS BARBOUR | Board Member | — | ||
| BIANCA DOONE | Board Member | — | ||
| ANDREW DRESSLER | Board Member | — | ||
| EDDIE HEDGE | Board Member | — | ||
| JIM O'NEIL | Board Member | — | ||
| PAULA O'NEIL | Board Member | — | ||
| DAN TOPPING | Board Member | — | ||
| KYLE CONRAD | Treasurer | — | ||
| ETHAN HUSSONG | Treasurer | — | ||
| ANTHONY MADORE | Secretary | — | ||
| JONATHAN MILLER | Board President | — | ||
| LEOTA MULLER | Board President | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHRIS BARBOUR | Board Member | — | ||
| MICHELLE BARBOUR | Board Member | — | ||
| EDDIE HEDGE | Board Member | — | ||
| FENTY LEE | Board Member | — | ||
| KEVIN LOWERY | Board Member | — | ||
| JIM O'NEIL | Board Member | — | ||
| PAULA O'NEILL | Board Member | — | ||
| DAN TOPPING | Board Member | — | ||
| LLOYD TOPPING | Board Member | — | ||
| KYLE CONRAD | Treasurer | — | ||
| JONATHAN MILLER | Board President | — | ||
| LEOTA MULLER | Board President | — | ||
| RACHEL RUBINO | SCERETARY | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAN TOPPING | Board Member | — | ||
| JIM O'NEIL | Board Member | — | ||
| KYLE CONRAD | Treasurer | — | ||
| CHRIS BARBOUR | Board President | — | ||
| LEOTA MULLER | Board President | — | ||
| MICHELLE BARBOUR | Board Member | — | ||
| LLOYD TOPPING | Board Member | — | ||
| PAULA O'NEIL | Secretary | — | ||
| KEVIN LOWERY | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KEITH MURRAY | Board Member | — | ||
| DAN TOPPING | Board Member | — | ||
| JIM O'NEIL | Board Member | — | ||
| KYLE CONRAD | Board Member | — | ||
| CHRIS BARBOUR | Board President | — | ||
| LEOTA MULLER | Board President | — | ||
| MICHELLE BARBOUR | Board Member | — | ||
| LLOYD TOPPING | Board Member | — | ||
| PAULA O'NEIL | Secretary | — | ||
| KEVIN LOWERY | Board Member | — | ||
| EDGAR FRAZELLE | Treasurer | — |
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
50 / 100
weight 40%
Program scale
5 / 100
weight 20%
Overall
31 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Fewer than 3 peers found in CT for this NTEE subcategory; peer comparison would not be statistically meaningful.
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
What's driving this score
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- 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.