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.
Title
Representative Institutions
Institutional Epochs
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2020 | — | — | 65.9% | 18 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | — | 27 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | — | 27 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | — | 23 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 23 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 21 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 27 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 25 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 58.4% | 18 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 79.6% | 18 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| VERNON SCARBROUGH | Board Member | 29.9% of Rev | ||
| KAREN SCARBROUGH | ADMINISTRATO | 25.2% of Rev |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KAREN SCARBROUGH | ADMINISTRATO | 33.7% of Rev | ||
| VERNON SCARBROUGH | Board Member | 7.5% of Rev | ||
| DOUGLAS COOMLER | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KAREN SCARBROUGH | ADMINISTRATO | 32.3% of Rev | ||
| VERNON SCARBROUGH | Board Member | 18.7% of Rev | ||
| DOUGLAS COOMLER | Board Member | 15.0% of Rev |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 28 other orgs in NV with NTEE prefix A6.
Most-divergent component: program score sits 29 points below the peer median (5 vs. 34).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
Overall score has gone from 23 → 18 over 5 years (declining by 5 points).
What's driving this score
- Comp-to-revenue ratio of 65.9% is well above the sector's 90th percentile (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:
- Reduce top-officer compensation from 65.9% to under 22% of revenue — would move governance score by ~40 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.