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 |
|---|---|---|---|---|---|---|---|
| 2023 | Hidden | Hidden | 18.3% | 37 | Fragile | Recovery | |
| 2022 | — | — | 23.0% | 35 | Fragile | Gov Risk | |
| 2021 | — | — | 25.0% | 35 | Governance-Stressed | Recovery | |
| 2020 | — | — | 31.9% | 36 | Governance-Stressed | Gov Risk | |
| 2019 | — | — | 35.5% | 36 | Governance-Stressed | Recovery | |
| 2018 | — | — | 15.9% | 30 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 24.6% | 32 | Critical Intervention Needed | Gov Risk | |
| 2016 | — | — | 56.3% | 31 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 54.6% | 29 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 14.6% | 35 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 19.2% | 25 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 19.2% | 22 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | 17.9% | 31 | Critical Intervention Needed | Decline Risk | |
| 2010 | — | — | 14.7% | 35 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Adebola T Olowe | Board Member | 10.5% of Rev | ||
| Emily Funmilayo Ajamufua | Key Employee | 6.5% of Rev | ||
| Mathew Shatim | Key Employee | 1.5% of Rev | ||
| Kehinde Adeyemo-Fasuyi | Key Employee | 1.0% of Rev | ||
| Emily F Ajamufua | Teaching And Performing Artists | — | ||
| Olushola Kunmi Benjamin | Teaching And Performing Artists | — | ||
| Nesha Knox | Board President | — | ||
| Tasha Carnes | Secretary | — | ||
| Natasha Ndubuisi | Board Member | — | ||
| Cassandra Martin | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 49 other orgs in OH with NTEE prefix A2.
Most-divergent component: financial score sits 28 points below the peer median (15 vs. 43).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
Overall score has gone from 36 → 37 over 5 years (improving by 1 points).
What's driving this score
- Comp-to-revenue ratio of 18.3% sits within the sector's 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- 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.