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 | — | — | 38.2% | 20 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | — | 37 | Financially Distressed | Decline Risk | |
| 2018 | — | — | — | 43 | Fragile | Decline Risk | |
| 2017 | — | — | — | 47 | Fragile | Stable Watch | |
| 2016 | — | — | — | 47 | Fragile | Stable Watch | |
| 2015 | — | — | — | 45 | Fragile | Recovery | |
| 2014 | — | — | — | 41 | Fragile | Decline Risk | |
| 2013 | — | — | — | 45 | Fragile | Stable Watch | |
| 2011 | — | — | — | 45 | Fragile | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JEANETTE WHEATLEY | CHAIRWOMAN | — | ||
| JENNY SALVADOR | Secretary | — | ||
| MARY CLAIRE KLOOSTER | Board Member | — | ||
| KARA JAMES | Board Member | — | ||
| ANN AKERMAN BEARD | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LOIS KOEPKE | Board Member | 73.8% of Rev | ||
| JEANETTE WHEATLEY | CHAIRWOMAN | — | ||
| JENNY SALVADOR | Secretary | — | ||
| MARY CLAIRE KLOOSTER | Board Member | — | ||
| KARA JAMES | Board Member | — | ||
| ANN AKERMAN BEARD | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LOIS KOEPKE | Board Member | 38.2% of Rev | ||
| JEANETTE WHEATLEY | CHAIRWOMAN | — | ||
| JENNY SALVADOR | Secretary | — | ||
| MARY CLAIRE KLOOSTER | Board Member | — | ||
| KARA JAMES | Board Member | — | ||
| ANN AKERMAN BEARD | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 124 other orgs in GA with NTEE prefix A6.
Most-divergent component: financial score sits 27 points below the peer median (10 vs. 37).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
Overall score has gone from 47 → 20 over 5 years (declining by 27 points). A multi-year directional move of this magnitude is a signal worth investigating.
What's driving this score
- Comp-to-revenue ratio of 38.2% is above the 90th percentile for orgs of this size (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 38.2% to under 22% of revenue — would move governance score by ~32 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.