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 | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 20.0% | 43 | Fragile | Recovery | |
| 2022 | — | — | 20.3% | 45 | Governance-Stressed | Gov Risk | |
| 2021 | — | — | 20.7% | 45 | Governance-Stressed | Recovery | |
| 2020 | — | — | 46.1% | 31 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | — | 41 | Fragile | Recovery | |
| 2018 | — | — | 23.1% | 43 | Fragile | Gov Risk | |
| 2017 | — | — | — | 49 | Fragile | Decline Risk | |
| 2016 | — | — | — | 61 | Stable | Stable Watch | |
| 2015 | — | — | — | 41 | Fragile | Recovery | |
| 2014 | — | — | 18.2% | 43 | Fragile | Decline Risk | |
| 2013 | — | — | — | 55 | Fragile | Recovery | |
| 2012 | — | — | — | 53 | Fragile | Recovery | |
| 2011 | — | — | 22.6% | 43 | Fragile | Gov Risk |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SCOTT BARTLETT | Executive Dir. | 23.8% of Rev | ||
| MELANIE DUFOUR | Secretary | — | ||
| SHERRY ROBINSON | Board President | — | ||
| JIM ANDERSON | Board President | — | ||
| KIM DICKINSON | Board Member | — | ||
| MANNFRIED FUNK | Treasurer | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SCOTT BARTLETT | Executive Dir. | 20.0% of Rev | ||
| MELANIE DUFOUR | Board Member | — | ||
| CHRISTINE ABRAHAMSON | Board President | — | ||
| SHERRY ROBINSON | Board President | — | ||
| JIM ANDERSON | Board Member | — | ||
| EMILY SLOTH | Secretary | — | ||
| MANNFRIED FUNK | Treasurer | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SCOTT BARTLETT | Executive Dir. | 17.6% of Rev | ||
| CHRISTINE ABRAHAMSON | Secretary | 2.7% of Rev | ||
| SHARLENE CLINE | Board President | 2.2% of Rev | ||
| MELANIE DUFOUR | Board Member | — | ||
| DIANE BORGMAN | Board President | — | ||
| SHERRY ROBINSON | Board Member | — | ||
| HEATHER KALLEVIG | Board Member | — | ||
| MANNFRIED FUNK | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SCOTT BARTLETT | Executive Dir. | 17.5% of Rev | ||
| SHERRY ROBINSON | Board Member | — | ||
| HEATHER KALLEVIG | Board Member | — | ||
| MANNFRIED FUNK | Treasurer | — | ||
| MELANIE DUFOUR | Board Member | — | ||
| CHRISTINE ABRAHAMSON | Secretary | — | ||
| SHARLENE CLINE | Board President | — | ||
| DIANE BORGMAN | Board President | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 30 other orgs in AK with NTEE prefix A6.
Most-divergent component: program score sits 9 points above the peer median (45 vs. 36).
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 20.0% sits within the sector's healthy band (18–22%).
What would change this score
The two changes that would most improve this score:
- 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.