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 | — | — | Unknown | — | |
| 2023 | — | — | 16.3% | 23 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 11.8% | 27 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 72.0% | 18 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 71.5% | 18 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | 32.5% | 28 | Critical Intervention Needed | Gov Risk | |
| 2018 | — | — | 24.9% | 30 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 34.5% | 24 | Critical Intervention Needed | Gov Risk | |
| 2016 | — | — | 40.7% | 24 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 36.0% | 20 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 22.4% | 33 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 19.1% | 26 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 36.9% | 20 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 46.6% | 20 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Jerry Smith | Secretary | 9.1% of Rev | ||
| Jerry Mannery | Board President | 7.1% of Rev | ||
| David K Curry | Board President | 6.2% of Rev | ||
| Katrina Williams | Treasurer | 2.3% of Rev |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JERRY SMITH | Secretary | 4.7% of Rev | ||
| JERRY MANNERY | Board President | 4.5% of Rev | ||
| DAVID K CURRY | Board President | 3.3% of Rev | ||
| KATRINA WILLIAMS | Treasurer | 1.4% of Rev |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Jerry Mannery | Board President | 3.9% of Rev | ||
| Jerry Smith | Secretary | 3.1% of Rev | ||
| David K Curry | Board President | 3.0% of Rev | ||
| Katrina Williams | Treasurer | 0.7% of Rev |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 29 other orgs in MS with NTEE prefix A6.
Most-divergent component: financial score sits 37 points below the peer median (0 vs. 37).
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 16.3% 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.