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 | Hidden | Hidden | — | 38 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 53.7% | 35 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 34.7% | 40 | Governance-Stressed | Recovery | |
| 2020 | — | — | 35.7% | 32 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 35.4% | 20 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 26.7% | 30 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 21.6% | 27 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 19.5% | 31 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 20.1% | 31 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 22.1% | 27 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 23.1% | 31 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 23.0% | 27 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 22.5% | 27 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| HAMIDAH GLASGOW | EXECUTIVE DI | 20.7% of Rev | ||
| KATIE KALKSTEIN | Board President | — | ||
| CAROL ERB | Treasurer | — | ||
| ALINE SMITHSON | Secretary | — | ||
| MUTAHAR GLASGOW | Board Member | — | ||
| JANE CHOI | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| HAMIDAH GLASGOW | EXECUTIVE DI | 47.2% of Rev | ||
| KATIE KALKSTEIN | Board President | — | ||
| CAROL ERB | Treasurer | — | ||
| ALINE SMITHSON | Secretary | — | ||
| MUTAHAR GLASGOW | Board Member | — | ||
| JANE CHOI | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| HAMIDAH GLASGOW | EXECUTIVE DI | 40.5% of Rev | ||
| KATIE KALKSTEIN | Board President | — | ||
| CAROL ERB | Treasurer | — | ||
| ALINE SMITHSON | Secretary | — | ||
| MUTAHAR GLASGOW | Board Member | — | ||
| JANE CHOI | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| HAMIDAH GLASGOW | EXECUTIVE DI | 34.6% of Rev | ||
| KATIE KALKSTEIN | Board President | — | ||
| CAROL ERB | Treasurer | — | ||
| ALINE SMITHSON | Secretary | — | ||
| MUTAHAR GLASGOW | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 271 other orgs in CO with NTEE prefix A6.
Most-divergent component: governance score sits 12 points below the peer median (50 vs. 62).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
What's driving this score
- No individual risk drivers stand out. Overall score reflects component balance, not any single signal.
What would change this score
No specific high-impact levers identified — this org's score is balanced across components.
Improving governance is a board decision. These are the levers.