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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | — | 46 | Financially Distressed | Decline Risk | |
| 2022 | — | — | — | 48 | Financially Distressed | Decline Risk | |
| 2021 | — | — | — | 50 | Financially Distressed | Decline Risk | |
| 2020 | — | — | — | 52 | Fragile | Stable Watch | |
| 2019 | — | — | — | 55 | Fragile | Recovery | |
| 2018 | — | — | — | 56 | Fragile | Stable Watch | |
| 2017 | — | — | — | 56 | Fragile | Recovery | |
| 2016 | — | — | — | 49 | Fragile | Stable Watch | |
| 2015 | — | — | — | 52 | Fragile | Stable Watch | |
| 2014 | — | — | — | 49 | Fragile | Decline Risk | |
| 2013 | — | — | — | 56 | Fragile | Stable Watch | |
| 2012 | — | — | — | 56 | Fragile | Recovery | |
| 2011 | — | — | — | 52 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JENNIFER TURNER | Executive Director | 86.8% of Rev | ||
| JULIE GILLEN | Treasurer | 38.9% of Rev | ||
| J REGINALD HILL | CHAIRMAN | — | ||
| ROB HEBERT | Treasurer | — | ||
| STEVE MASON | Board Member | — | ||
| BRAD BOWLIN | Board Member | — | ||
| QUIN EVANS SEGALL | Board Member | — | ||
| ANSEL DAVIS | Board Member | — | ||
| JEFF HOPMAYER | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JENNIFER TURNER START 823 | Executive Director | 83.3% of Rev | ||
| JULIE GILLEN | Treasurer | 38.7% of Rev | ||
| REGINALD HILL | CHAIRMAN | — | ||
| ROB HEBERT | Treasurer | — | ||
| STEVE MASON | Board Member | — | ||
| BRAD BOWLIN | Board Member | — | ||
| QUIN EVANS SEGALL | Board Member | — | ||
| ANSEL DAVIS | Board Member | — | ||
| JEFF HOPMAYER | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JENNIFER TURNER | Executive Director | 71.6% of Rev | ||
| JULIE GILLEN | Treasurer | 36.2% of Rev | ||
| JENIFER DELOACH WEEKS | CHAIRMAN | — | ||
| LISA QUIGLEY | Secretary | — | ||
| JOHN WENGRAF | Treasurer | — | ||
| RONALD L CORBIN | Board Member | — | ||
| J REGINALD HILL | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JENNIFER TURNER | Executive Director | 56.4% of Rev | ||
| JULIE GILLEN | Treasurer | 31.2% of Rev | ||
| JENIFER DELOACH WEEKS | CHAIRMAN | — | ||
| LISA QUIGLEY | Secretary | — | ||
| JOHN WENGRAF | Treasurer | — | ||
| RONALD L CORBIN | Board Member | — | ||
| J REGINALD HILL | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KATHLEEN O'BRIEN END 7119 | Executive Director | 71.3% of Rev | ||
| JENNIFER TURNER START 51319 | Executive Director | 41.5% of Rev | ||
| JULIE GILLEN | Treasurer | 31.7% of Rev | ||
| JENIFER DELOACH WEEKS | CHAIRMAN | — | ||
| LISA QUIGLEY | Secretary | — | ||
| JOHN WENGRAF | Treasurer | — | ||
| RONALD L CORBIN | Board Member | — | ||
| J REGINALD HILL | Board Member | — | ||
| DALE ALLEN END 092019 | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 45 other orgs in TN with NTEE prefix A6.
Most-divergent component: program score sits 10 points above the peer median (45 vs. 35).
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.
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.