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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | — | 48 | Fragile | Decline Risk | |
| 2022 | — | — | — | 51 | Fragile | Recovery | |
| 2021 | — | — | — | 52 | Fragile | Recovery | |
| 2020 | — | — | — | 45 | Financially Distressed | Decline Risk | |
| 2019 | — | — | — | 45 | Financially Distressed | Recovery | |
| 2018 | — | — | — | 42 | Financially Distressed | Decline Risk | |
| 2017 | — | — | — | 42 | Financially Distressed | Decline Risk | |
| 2016 | — | — | — | 42 | Financially Distressed | Decline Risk | |
| 2015 | — | — | 2.1% | 45 | Financially Distressed | Decline Risk | |
| 2014 | — | — | 6.9% | 46 | Financially Distressed | Decline Risk | |
| 2013 | — | — | 7.9% | 50 | Fragile | Stable Watch | |
| 2012 | — | — | 8.2% | 50 | Fragile | Recovery | |
| 2011 | — | — | — | 48 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| NANCY KENT | Board Member | — | ||
| DAVID BERNSTEIN | Board President | — | ||
| CHARESE YANNEY | Board Member | — | ||
| SHIRLEY DILL | Board Member | — | ||
| DIANE GRAY | Board Member | — | ||
| MELISSA WILLER | Treasurer | — | ||
| CINDY WAITT | Board Member | — | ||
| MIKE BENNETT | Board Member | — | ||
| PAUL GAUSMAN | Secretary | — | ||
| JOHN MEYERS | Board Member | — | ||
| MIKE CRONE | Board Member | — | ||
| CARTER DENNIS | Board Member | — | ||
| CINDY MCLAUGHLIN | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| NANCY KENT | Board Member | — | ||
| DAVID BERNSTEIN | Board President | — | ||
| CHARESE YANNEY | Board Member | — | ||
| SHIRLEY DILL | Board Member | — | ||
| ADAM FEIGES | Board Member | — | ||
| MELISSA WILLER | Treasurer | — | ||
| CINDY WAITT | Board Member | — | ||
| MIKE BENNETT | Board Member | — | ||
| PAUL GAUSMAN | Secretary | — | ||
| JOHN MEYERS | Board Member | — | ||
| MIKE CRONE | Board Member | — | ||
| CARTER DENNIS | Board Member | — | ||
| CINDY MCLAUGHLIN | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| IRVING F JENSEN JR | Board President | — | ||
| DAVID BERNSTEIN | Board President | — | ||
| CHARESE YANNEY | Board Member | — | ||
| SHIRLEY DILL | Board Member | — | ||
| ADAM FEIGES | Board Member | — | ||
| MELISSA WILLER | Treasurer | — | ||
| CINDY WAITT | Board Member | — | ||
| MIKE BENNETT | Board Member | — | ||
| PAUL GAUSMAN | Secretary | — | ||
| JOHN MEYERS | Board Member | — | ||
| MIKE CRONE | Board Member | — | ||
| CARTER DENNIS | Board Member | — | ||
| CINDY MCLAUGHLIN | Board Member | — | ||
| NANCY KENT | Board Member | — | ||
| DAVID BERNSTEIN | Board President | — | ||
| CHARESE YANNEY | Board Member | — | ||
| SHIRLEY DILL | Board Member | — | ||
| ADAM FEIGES | Board Member | — | ||
| MELISSA WILLER | Treasurer | — | ||
| CINDY WAITT | Board Member | — | ||
| MIKE BENNETT | Board Member | — | ||
| PAUL GAUSMAN | Secretary | — | ||
| JOHN MEYERS | Board Member | — | ||
| MIKE CRONE | Board Member | — | ||
| CARTER DENNIS | Board Member | — | ||
| CINDY MCLAUGHLIN | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 4 other orgs in IA with NTEE prefix A8.
Most-divergent component: program score sits 32 points above the peer median (60 vs. 28).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
What's driving this score
- No individual risk drivers stand out. Overall score reflects component balance, not any single signal.
What would change this score
No specific high-impact levers identified — this org's score is balanced across components.
Improving governance is a board decision. These are the levers.