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 | 17.7% | 18 | Critical Intervention Needed | Decline Risk | |
| 2023 | Hidden | Hidden | — | 25 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | — | 25 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 25 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | — | 40 | Financially Distressed | Recovery | |
| 2019 | — | — | — | 36 | Financially Distressed | Decline Risk | |
| 2018 | — | — | — | 56 | Fragile | Recovery | |
| 2017 | — | — | — | 45 | Fragile | Stable Watch | |
| 2016 | — | — | — | 45 | Fragile | Decline Risk | |
| 2015 | — | — | — | 53 | Fragile | Recovery | |
| 2014 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 39 | Financially Distressed | Decline Risk | |
| 2012 | — | — | — | 41 | Financially Distressed | Stable Watch | |
| 2011 | — | — | — | 45 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Michael Fraley | Executive Dir. | 17.7% of Rev | ||
| Stephen B Gebeloff | Board Chairman | — | ||
| Erika Locke Williams | Board Member | — | ||
| Chas Averbook | Board Member | — | ||
| Nancy Beebe | Board Member | — | ||
| Jake Harris | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Stephen Gebeloff | Board Chairman | — | ||
| Erika Locke Williams | Board Member | — | ||
| Chas Averbook | Board Member | — | ||
| Nancy Beebe | Board Member | — | ||
| Stephen Gebeloff | Board Chairman | — | ||
| Erika Locke Williams | Board Member | — | ||
| Joan Gallo | Board Member | — | ||
| Nancy Beebe | Board Member | — | ||
| Stephen Gebeloff | Board Chairman | — | ||
| Erika Locke Williams | Board Member | — | ||
| Chas Averbook | Board Member | — | ||
| Nancy Beebe | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 244 other orgs in FL with NTEE prefix A6.
Most-divergent component: financial score sits 30 points below the peer median (0 vs. 30).
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 17.7% 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.