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 | — | 55 | Fragile | Recovery | |
| 2022 | — | — | — | 52 | Fragile | Recovery | |
| 2021 | — | — | — | 47 | Fragile | Decline Risk | |
| 2020 | — | — | — | 52 | Fragile | Recovery | |
| 2019 | — | — | — | 61 | Stable | Decline Risk | |
| 2018 | — | — | — | 65 | Stable | Stable Watch | |
| 2017 | — | — | — | 57 | Fragile | Decline Risk | |
| 2016 | — | — | — | 61 | Stable | Stable Watch | |
| 2015 | — | — | — | 61 | Stable | Stable Watch | |
| 2014 | — | — | — | 41 | Fragile | Recovery | |
| 2013 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 21.2% | 20 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 23 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| FELIX RAINOSEK | Board President | — | ||
| ANGIE LAMPE | Board President | — | ||
| DEENA LAMPE | Secretary | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| FELIX RAINOSEK | Board President | — | ||
| ANGIE LAMPE | Board President | — | ||
| DEENA LAMPE | Secretary | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JILL NEVILLE | Treasurer | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 59 other orgs in KS with NTEE prefix A6.
Most-divergent component: financial score sits 32 points above the peer median (75 vs. 43).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
What's driving this score
- Two consecutive years of deficit spending.
What would change this score
The two changes that would most improve this score:
- Stabilize program expenses or grow earned-income revenue to break the consecutive-deficit pattern (~8 points to financial score).
Improving governance is a board decision. These are the levers.