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 | Hidden | Hidden | 37.5% | 25 | Critical Intervention Needed | Gov Risk | |
| 2023 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 32.3% | 26 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | — | 41 | Fragile | Recovery | |
| 2020 | — | — | — | 36 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Daniel Collins | Operations Manager | 23.6% of Rev | ||
| Randall Stewart | Board Member | 13.8% of Rev | ||
| Robert Myers | Executive Director | — | ||
| Jack Aubert | Secretary | — | ||
| Yolanda Cole | Board President | — | ||
| Robert Tycko | Treasurer | — | ||
| Larry Medsker | Board Member | — | ||
| Olivia Zalesin | Board Member | — | ||
| Kelly Young | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Randall Stewart | Board Member | 12.7% of Rev | ||
| Daniel Collins | Operations Manager | 7.4% of Rev | ||
| Robert Myers | Executive Director | — | ||
| Jack Aubert | Secretary | — | ||
| Yolanda Cole | Board Member | — | ||
| Robert Tycko | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Randall Stewart | Board Member | — | ||
| Robert Myers | Executive Director | — | ||
| Douglas Rathbun | Treasurer | — | ||
| Jack Aubert | Secretary | — | ||
| Yolanda Cole | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 55 other orgs in DC with NTEE prefix A6.
Most-divergent component: program score sits 28 points below the peer median (15 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
- Comp-to-revenue ratio of 37.5% is above the 90th percentile for orgs of this size (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:
- Reduce top-officer compensation from 37.5% to under 22% of revenue — would move governance score by ~31 points.
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
Improving governance is a board decision. These are the levers.