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 |
|---|---|---|---|---|---|---|---|
| 2023 | Hidden | Hidden | 24.1% | 30 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 26.8% | 24 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 27.1% | 28 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 27.7% | 21 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 37.4% | 11 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 24.9% | 20 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 30.4% | 20 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 22.8% | 30 | Critical Intervention Needed | Gov Risk | |
| 2014 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 39 | Fragile | Recovery | |
| 2012 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 37 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KATHLEEN BEKEDAM | EXECUTIVE DI | 25.1% of Rev | ||
| RONN BAYLY | Board Member | — | ||
| ROBERT EBINGER | BOARD PRESID | — | ||
| ROBIN HOGGAN EBINGER | Treasurer | — | ||
| CHARLIE FIFIELD | Board Member | — | ||
| ANN GANNON | Board President | — | ||
| RJ NEWHALL | Board Member | — | ||
| ASHLEY NOBLE | Board President | — | ||
| TERRY PARKER | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KATHLEEN BEKEDAM | EXECUTIVE DI | 24.3% of Rev | ||
| RONN BAYLY | Board Member | — | ||
| ROBERT EBINGER | BOARD PRESID | — | ||
| ROBIN HOGGAN EBINGER | Treasurer | — | ||
| ANN GANNON | Board President | — | ||
| RJ NEWHALL | Board Member | — | ||
| ASHLEY NOBLE | Board President | — | ||
| TERRY PARKER | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| RONN BAYLY | Board Member | — | ||
| ROBERT EBINGER | BOARD PRESID | — | ||
| ROBIN HOGGAN EBINGER | BOARD TREASU | — | ||
| ANN GANNON | BOARD VICE P | — | ||
| RJ NEWHALL | Board Member | — | ||
| ASHLEY NOBLE | Board Member | — | ||
| TERRY PARKER | Board Member | — | ||
| KATHLEEN BEKEDAM | EXECUTIVE DI | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 5 other orgs in MT with NTEE prefix A2.
Most-divergent component: financial score sits 19 points below the peer median (25 vs. 44).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
Overall score has gone from 21 → 30 over 5 years (improving by 9 points).
What's driving this score
- Comp-to-revenue ratio of 24.1% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- 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.