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 | 18.6% | 34 | Critical Intervention Needed | Gov Risk | |
| 2023 | — | — | 18.0% | 38 | Governance-Stressed | Gov Risk | |
| 2022 | — | — | 10.2% | 44 | Fragile | Gov Risk | |
| 2021 | — | — | 13.2% | 49 | Fragile | Decline Risk | |
| 2020 | — | — | — | 58 | Fragile | Recovery | |
| 2019 | — | — | — | 61 | Stable | Stable Watch | |
| 2018 | — | — | — | 51 | Fragile | Stable Watch | |
| 2017 | — | — | — | 51 | Fragile | Decline Risk | |
| 2016 | — | — | — | 55 | Fragile | Decline Risk | |
| 2015 | — | — | — | 61 | Stable | Stable Watch | |
| 2014 | — | — | — | 61 | Stable | Stable Watch | |
| 2013 | — | — | — | 57 | Fragile | Stable Watch | |
| 2012 | — | — | — | 61 | Stable | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARISSA ALEXANDER | Board Member | — | ||
| MIKE BOYD | Treasurer | — | ||
| KURT COPPERSMITH | VICE PRESIDE | — | ||
| JOE HUGHES | Board Member | — | ||
| ZANETA KITCHENS | Board President | — | ||
| STEVEN OCHS | Board Member | — | ||
| JIM PIERCE | Board Member | — | ||
| CANDACE RANKIN | Board Member | — | ||
| JOHN SCHNEIDERWIND | Board Member | — | ||
| LACEY STUART | Secretary | — | ||
| CONNIE WILSON | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARISSA ALEXANDER | Board Member | — | ||
| MIKE BOYD | Board Member | — | ||
| KURT COPPERSMITH | Board Member | — | ||
| STEVE CROWELL | Board Member | — | ||
| REBECCA GOSNELL | Board Member | — | ||
| VIVIAN GRAHAM | Secretary | — | ||
| ZANETA KITCHENS | VICE PRESIDE | — | ||
| STEVEN OCHS | Board President | — | ||
| MIKAYLA PETERSON-DEES | Board Member | — | ||
| JIM PIERCE | Board Member | — | ||
| CONNIE WILSON | Board Member | — | ||
| WALLY WOOD | Treasurer | — | ||
| MARISSA YOUNGBLOOD | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARISSA ALEXANDER | Board Member | — | ||
| CAREY BAKER | Board Member | — | ||
| MIKE BOYD | Board Member | — | ||
| KURT COPPERSMITH | Board Member | — | ||
| STEVE CROWELL | Board Member | — | ||
| REBECCA GOSNELL | Board Member | — | ||
| VIVIAN GRAHAM | Board Member | — | ||
| ZANETA KITCHENS | Board Member | — | ||
| STEVE NIPPER | VICE PRESIDE | — | ||
| STEVEN OCHS | Board President | — | ||
| MORGAN SMITH | Board Member | — | ||
| CONNIE WILSON | Board Member | — | ||
| WALLY WOOD | Treasurer | — | ||
| MARISSA YOUNGBLOOD | Board Member | — | ||
| DEBY JONES | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CAREY BAKER | Board Member | — | ||
| TED BOUNDS | Board Member | — | ||
| MIKE BOYD | Board Member | — | ||
| STEVE CROWELL | Board Member | — | ||
| REBECCA GOSNELL | Board Member | — | ||
| VIVIAN GRAHAM | Board Member | — | ||
| ZANETA KITCHENS | Board Member | — | ||
| STEVE NIPPER | VICE PRESIDE | — | ||
| STEVEN OCHS | Board Member | — | ||
| BETH ANN RANKIN | Board President | — | ||
| JENNIFER REEVES SCHUSTER | Board Member | — | ||
| MORGAN SMITH | Board Member | — | ||
| WALLY WOOD | Treasurer | — | ||
| DEBY JONES | Secretary | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 35 other orgs in AR with NTEE prefix A6.
Most-divergent component: financial score sits 11 points above the peer median (40 vs. 29).
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 18.6% sits within the sector's healthy band (18–22%).
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).
Improving governance is a board decision. These are the levers.