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 | 13.4% | 29 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 31.5% | 23 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 36.8% | 31 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 47.1% | 29 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 32.4% | 41 | Governance-Stressed | Gov Risk | |
| 2018 | — | — | — | 45 | Fragile | Decline Risk | |
| 2017 | — | — | — | 49 | Fragile | Recovery | |
| 2016 | — | — | — | 43 | Financially Distressed | Decline Risk | |
| 2015 | — | — | — | 49 | Fragile | Recovery | |
| 2014 | — | — | — | 43 | Financially Distressed | Recovery | |
| 2013 | — | — | 6.8% | 32 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 12.2% | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JENNA COMPANION | Executive Director | 13.4% of Rev | ||
| KATHY KORT | Secretary | — | ||
| AMY SIEGEL | Board Member | — | ||
| ADRIANNA BENSON | Board Member | — | ||
| SCOTT BENSON | Board Member | — | ||
| AMY CHOREY | Board Member | — | ||
| ROBERT SIEGEL | Treasurer | — | ||
| MARICA PORTER beg 724 | Executive Dir. | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JENNA COMPANION | Executive Director | 13.8% of Rev | ||
| KATIE DECKER | Executive Director | 11.6% of Rev | ||
| KATHY KORT | Treasurer | — | ||
| Amy Siegel | Board Member | — | ||
| ROBERT SIEGEL | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JENNA COMPANION | Executive Director | 12.8% of Rev | ||
| KATIE DECKER | Executive Director | 11.8% of Rev | ||
| KATHY KORT | Treasurer | — | ||
| Amy Siegel | Board Member | — | ||
| LINDSAY DEOLD | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JENNA COMPANION | Executive Director | 10.4% of Rev | ||
| KATIE DECKER | Executive Director | 9.7% of Rev | ||
| HEATHER MORRIS FORMER | Executive Dir. | 1.7% of Rev | ||
| ANNIE ALLARDYCE | Secretary | — | ||
| RICHARD PRITSKY | Board President | — | ||
| KATHY KORT | Treasurer | — | ||
| LINDSAY DEOLD | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 35 other orgs in VT with NTEE prefix A6.
Most-divergent component: financial score sits 31 points below the peer median (10 vs. 41).
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 13.4% 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.