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 | — | — | 12.8% | 28 | Critical Intervention Needed | Decline Risk | |
| 2023 | — | — | — | 25 | Critical Intervention Needed | Stable Watch | |
| 2022 | — | — | — | 25 | Critical Intervention Needed | Stable Watch | |
| 2021 | — | — | — | 25 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | — | 31 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | — | 31 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 6.0% | 27 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | 1.4% | 32 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Fred Onovwerosuoke | Board President | 12.8% of Rev | ||
| Niyi Coker | Board Member | — | ||
| Wendy Hymes | Board Member | — | ||
| Nicole Adewale | Board Member | — | ||
| Richard Moore | Board Member | — | ||
| Abdoulaye Sambou | Board President | — | ||
| Diane Weathersby | Board Member | — | ||
| Cecil Wood | Board Member | — | ||
| Janet Riehl | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 27 other orgs in MO with NTEE prefix A2.
Most-divergent component: financial score sits 13 points below the peer median (15 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
- Comp-to-revenue ratio of 12.8% 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:
- 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.