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 | 11.0% | 27 | Critical Intervention Needed | Recovery | |
| 2023 | Hidden | Hidden | 11.7% | 33 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 47 | Fragile | Recovery | |
| 2020 | — | — | 29.1% | 40 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | — | 48 | Financially Distressed | Recovery | |
| 2018 | — | — | — | 49 | Fragile | Recovery | |
| 2017 | — | — | — | 47 | Fragile | Stable Watch | |
| 2016 | — | — | — | 47 | Fragile | Decline Risk | |
| 2015 | — | — | — | 49 | Fragile | Recovery | |
| 2014 | — | — | — | 45 | Financially Distressed | Stable Watch | |
| 2013 | — | — | — | 45 | Fragile | Recovery | |
| 2012 | — | — | — | 41 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SHARI JACKSON | Executive Director | 14.0% of Rev | ||
| DANIELLE TIPTON | EVENTS COORDINATOR | 12.6% of Rev | ||
| BIANCA GORDON | Board Member | — | ||
| GALADRIEL THOMPSON | Board Member | — | ||
| MARK MCCLELLAN | Treasurer | — | ||
| DON SCHOOLER | Board President | — | ||
| GABEE ROLLA-DANLEY | Secretary | — | ||
| NIKI LEONARD | Board Member | — | ||
| TRISHA BUNCE | PAST PRESIDENTSECRETARY | — | ||
| SUZY LAWRENCE | Board President | — | ||
| MARK MCCLELLAN | Treasurer | — | ||
| DON SCHOOLER | Board President | — | ||
| GABEE ROLLA-DANLEY | Board Member | — | ||
| NIKI LEONARD | Board Member | — | ||
| SHARI JACKSON | Executive Director | — | ||
| DANIELLE TIPTON | EVENTS COORDINATOR | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 66 other orgs in OK with NTEE prefix A6.
Most-divergent component: financial score sits 32 points below the peer median (5 vs. 37).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
Overall score has gone from 48 → 27 over 5 years (declining by 21 points). A multi-year directional move of this magnitude is a signal worth investigating.
What's driving this score
- Comp-to-revenue ratio of 11.0% 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.