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 |
|---|---|---|---|---|---|---|---|
| 2022 | — | — | — | 41 | Financially Distressed | Recovery | |
| 2021 | — | — | — | 42 | Fragile | Decline Risk | |
| 2020 | — | — | — | 44 | Fragile | Recovery | |
| 2019 | — | — | — | 48 | Fragile | Recovery | |
| 2018 | — | — | — | 36 | Fragile | Recovery | |
| 2017 | — | — | — | 32 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | — | 19 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 48 | Fragile | Recovery | |
| 2013 | — | — | — | 26 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| FRANK FARRICKER | Treasurer | — | ||
| ETHAN ISAAC | Board Member | — | ||
| KAROL MARTESKO | Board President | — | ||
| MICHELLE PARENTE | Secretary | — | ||
| STEVE RUST | Board Member | — | ||
| SHELLY LYFORD | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KAROL MARTESKO | Board President | — | ||
| ELIZABETH KROPP | Secretary | — | ||
| MICHELLE PARENTE | Board Member | — | ||
| PETER PROPP | Board Member | — | ||
| SUZANNE CAHILL | Treasurer | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Fewer than 3 peers found in CT for this NTEE subcategory; peer comparison would not be statistically meaningful.
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
Overall score has gone from 36 → 41 over 5 years (improving by 5 points).
What's driving this score
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- 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.