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 | — | — | 20.6% | 43 | Fragile | Gov Risk | |
| 2022 | — | — | 16.7% | 43 | Fragile | Recovery | |
| 2021 | — | — | 24.3% | 39 | Fragile | Gov Risk | |
| 2020 | — | — | 24.2% | 39 | Fragile | Recovery | |
| 2019 | — | — | 18.5% | 25 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 10.2% | 35 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 30.6% | 24 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 18.7% | 29 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 47 | Fragile | Recovery | |
| 2014 | — | — | — | 31 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | — | 25 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Ilesa Duncan | Executive Dir. | 26.2% of Rev | ||
| David Barr III | Treasurer | — | ||
| Luther Goins | Board President | — | ||
| Sarah Arestad | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Ilesa Duncan | Board Member | 20.6% of Rev | ||
| Jocelyn Woodards | Board President | — | ||
| David Barr III | Treasurer | — | ||
| Sarah Mostad | Board Member | — | ||
| Michael Radzilowsky | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Ilesa Duncan | Board Member | 17.8% of Rev | ||
| Jocelyn Woodards | Board President | — | ||
| David Barr III | Treasurer | — | ||
| Sarah Mostad | Board Member | — | ||
| Gerry Messler | Board Member | — | ||
| Mike Radzilowsky | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Ilesa Duncan | Board Member | 23.7% of Rev | ||
| Jocelyn Woodards | Board President | — | ||
| David Barr III | Treasurer | — | ||
| Sarah Mostad | Board Member | — | ||
| Gerry Messler | Board Member | — | ||
| Mike Radzilowsky | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Ilesa Duncan | Board Member | 17.1% of Rev | ||
| Jocelyn Woodards | Board President | — | ||
| David Barr III | Treasurer | — | ||
| Sarah Mostad | Board Member | — | ||
| Gerry Messler | Board Member | — | ||
| Mike Radzilowsky | Board Member | — |
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 14 points above the peer median (50 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 20.6% sits within the sector's healthy band (18–22%).
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).
Improving governance is a board decision. These are the levers.