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 | — | — | — | 47 | Fragile | Recovery | |
| 2022 | — | — | — | 40 | Fragile | Decline Risk | |
| 2021 | — | — | 3.3% | 44 | Fragile | Recovery | |
| 2020 | — | — | — | 47 | Fragile | Decline Risk | |
| 2019 | — | — | — | 57 | Fragile | Recovery | |
| 2018 | — | — | — | 43 | Fragile | Decline Risk | |
| 2017 | — | — | — | 55 | Fragile | Recovery | |
| 2016 | — | — | — | 47 | Fragile | Recovery | |
| 2015 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 45 | Fragile | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| EFRAIN AMAYA | Board Member | — | ||
| DEVERA BOWLES | Board Member | — | ||
| DEBORAH DYSTE | Board President | — | ||
| KENNETH BOWLES | Board President | — | ||
| ELIZABETH ECKERT | Secretary | — | ||
| JANET PARTON | BUSINESS MANAGER | — | ||
| KATERI MILLER | CHILDREN'S CHOIR ADMINISTRATOR | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JANET PARTON | BUSINESS MANAGER | 0.5% of Rev | ||
| JANET PARTON | CHILDREN'S CHOIR ADMINISTRATOR | 0.4% of Rev | ||
| EFRAIN AMAYA | Board Member | — | ||
| DEVERA BOWLES | Board Member | — | ||
| JANE HIRST | Board President | — | ||
| KENNETH BOWLES | Board President | — | ||
| ELIZABETH ECKERT | Secretary | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 19 other orgs in ND with NTEE prefix A6.
Most-divergent component: financial score sits 16 points above the peer median (55 vs. 39).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
Overall score has gone from 57 → 47 over 5 years (declining by 10 points). A multi-year directional move of this magnitude is a signal worth investigating.
What's driving this score
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
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.