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 |
|---|---|---|---|---|---|---|---|
| 2023 | — | — | 23.5% | 40 | Governance-Stressed | Gov Risk | |
| 2022 | — | — | 28.4% | 42 | Governance-Stressed | Gov Risk | |
| 2021 | — | — | 40.3% | 42 | Governance-Stressed | Gov Risk | |
| 2020 | — | — | 28.9% | 42 | Governance-Stressed | Gov Risk | |
| 2019 | — | — | 22.7% | 44 | Governance-Stressed | Recovery | |
| 2018 | — | — | 23.8% | 40 | Fragile | Gov Risk | |
| 2017 | — | — | 16.6% | 44 | Fragile | Gov Risk | |
| 2016 | — | — | 16.3% | 44 | Fragile | Recovery | |
| 2015 | — | — | 14.9% | 40 | Fragile | Recovery | |
| 2014 | — | — | 16.6% | 38 | Governance-Stressed | Gov Risk | |
| 2013 | — | — | 13.8% | 40 | Fragile | Gov Risk | |
| 2012 | — | — | 5.6% | 47 | Fragile | Recovery | |
| 2011 | — | — | 4.1% | 42 | Fragile | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PEDRO SZALAY | Board Member | 16.0% of Rev | ||
| CAROL JESSEE | Board Member | 8.8% of Rev | ||
| MEGAN POTTER | INTERIM EXC | — | ||
| SPENCER WIEGARD | Board President | — | ||
| BETH KELLEY | VICE PRESIDE | — | ||
| DR JOHN BOULDIN | Board Member | — | ||
| ELDA STANCO DOWNING | Board Member | — | ||
| NANCY KELDERHOUSE | Board Member | — | ||
| JESSICA MATHER | Board Member | — | ||
| LAUREN MAXWELL | Board Member | — | ||
| MATTHEW SCHALLON | Board Member | — | ||
| J PETER JESSEE | Board Member | — | ||
| LENORE WILLIS | Secretary | — | ||
| WILL TRINKLE | Board Member | — | ||
| SUSAN JENNINGS | Board Member | — | ||
| DANIELLE RILEY | STUDENT REP- | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PEDRO SZALAY | Board Member | 15.9% of Rev | ||
| CAROL JESSEE | Board Member | 7.1% of Rev | ||
| J PETER JESSEE | Board President | — | ||
| BETH KELLEY | Treasurer | — | ||
| DR JOHN BOULDIN | Board Member | — | ||
| CATHERINE FOX | Board Member | — | ||
| NANCY KELDERHOUSE | Board Member | — | ||
| JESSICA MATHER | Board Member | — | ||
| LAUREN MAXWELL | Board Member | — | ||
| MEGAN POTTER | Board Member | — | ||
| MATTHEW SCHALLON | Board Member | — | ||
| SPENCER WIEGARD | Board Member | — | ||
| LENORE WILLIS | Secretary | — | ||
| SAM CANNON | Board Member | — | ||
| SUSAN JENNINGS | Board Member | — | ||
| EMERSON KNIOLA | STUDENT REP- | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PEDRO SZALAY | Board Member | 13.3% of Rev | ||
| SUE MUNSON | INTERIM EXC | 3.8% of Rev | ||
| J PETER JESSEE | Board President | — | ||
| BETH KELLEY | Treasurer | — | ||
| DR JOHN BOULDIN | Board Member | — | ||
| CATHERINE FOX | Board Member | — | ||
| NANCY KELDERHOUSE | Board Member | — | ||
| JESSICA MATHER | Board Member | — | ||
| LAUREN MAXWELL | Board Member | — | ||
| MEGAN POTTER | Board Member | — | ||
| MATTHEW SCHALLON | Board Member | — | ||
| SPENCER WIEGARD | Board Member | — | ||
| LENORE WILLIS | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 146 other orgs in VA with NTEE prefix A6.
Most-divergent component: program score sits 16 points above the peer median (45 vs. 29).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
Overall score has gone from 44 → 40 over 5 years (declining by 4 points).
What's driving this score
- Comp-to-revenue ratio of 23.5% is modestly above the sector's healthy band (18–22%) — worth monitoring.
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).
- Reduce top-officer compensation from 23.5% to under 22% of revenue — would move governance score by ~5 points.
Improving governance is a board decision. These are the levers.