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 | — | — | 41.4% | 44 | Governance-Stressed | Recovery | |
| 2022 | — | — | 54.5% | 34 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | — | 31 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | — | 43 | Financially Distressed | Stable Watch | |
| 2018 | — | — | — | 43 | Fragile | Stable Watch | |
| 2017 | — | — | — | 43 | Fragile | Decline Risk | |
| 2016 | — | — | — | 47 | Fragile | Stable Watch | |
| 2015 | — | — | — | 47 | Fragile | Decline Risk | |
| 2014 | — | — | — | 51 | Fragile | Recovery | |
| 2013 | — | — | — | 47 | Fragile | Stable Watch | |
| 2012 | — | — | — | 47 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TERRY MELBOURN | Treasurer | 26.8% of Rev | ||
| TERRY MELBOURN | Treasurer | 23.7% of Rev | ||
| LISA KIENER-BARNETT | Board President | 9.5% of Rev | ||
| LISA KIENER-BARNETT | Board President | 9.5% of Rev | ||
| GEORGE ANDRIKOKUS | Board President | 8.3% of Rev | ||
| GEORGE ANDRIKOKUS | Board President | 5.1% of Rev |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TERRY MELBOURN | Treasurer | 23.7% of Rev | ||
| LISA KIENER-BARNETT | Board President | 9.5% of Rev | ||
| GEORGE ANDRIKOKUS | Board President | 8.3% of Rev |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 196 other orgs in IL with NTEE prefix A6.
Most-divergent component: financial score sits 29 points above the peer median (65 vs. 36).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
What's driving this score
- Comp-to-revenue ratio of 41.4% is well above the sector's 90th percentile (healthy band: 18–22%).
- Two consecutive years of deficit spending.
What would change this score
The two changes that would most improve this score:
- Reduce top-officer compensation from 41.4% to under 22% of revenue — would move governance score by ~39 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.