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 | — | — | 20.0% | 33 | Critical Intervention Needed | Decline Risk | |
| 2023 | — | — | 21.8% | 33 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 19.2% | 43 | Fragile | Recovery | |
| 2021 | — | — | 37.9% | 30 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 21.6% | 33 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 19.3% | 33 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 18.0% | 37 | Fragile | Recovery | |
| 2017 | — | — | 24.8% | 29 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 24.8% | 31 | Critical Intervention Needed | Gov Risk | |
| 2015 | — | — | 22.4% | 33 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 22.8% | 43 | Fragile | Gov Risk | |
| 2013 | — | — | 22.1% | 43 | Fragile | Recovery | |
| 2012 | — | — | 22.2% | 33 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| John D Scollon | Executive Director | — | ||
| Cheryl Holland | Board Member | — | ||
| Tracy Young | Board President | — | ||
| Gary Pozsic | Board Member | — | ||
| Karri Scollon | Board Member | — | ||
| Rodney Franco | Board Member | — | ||
| Wayne Smalley | Board Member | — | ||
| May Evans Kirby | Board Member | — | ||
| William R Spangler | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| May Evans Kirby | Board Member | — | ||
| Rodney Franco | Board Member | — | ||
| Wayne Smalley | Board Member | — | ||
| Gary Pozsic | Board Member | — | ||
| William R Spangler | Board Member | — | ||
| Cheryl Holland | Board Member | — | ||
| Tracy Young | Board President | — | ||
| John D Scollon | Executive Director | — | ||
| Karri Scollon | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| May Evans Kirby | Board Member | — | ||
| Rodney Franco | Board Member | — | ||
| Wayne Smalley | Board Member | — | ||
| Gary Pozsic | Board Member | — | ||
| William R Spangler | Board Member | — | ||
| Cheryl Holland | Board Member | — | ||
| Tracy Young | Board President | — | ||
| John D Scollon | Executive Director | — | ||
| Karri Scollon | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 98 other orgs in SC with NTEE prefix A6.
Most-divergent component: financial score sits 18 points below the peer median (15 vs. 33).
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%).
- 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- 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.