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 | — | 35 | Fragile | Recovery | |
| 2023 | — | — | — | 25 | Critical Intervention Needed | Stable Watch | |
| 2022 | — | — | — | 22 | Critical Intervention Needed | Stable Watch | |
| 2021 | — | — | — | 22 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | — | 19 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | — | 21 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | — | 21 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 21 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 21 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 21 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 21 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 21 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 21 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 19 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BARBARA ANDERSON | Board Member | 0.0% of Rev | ||
| CINDY SMITH | Board President | — | ||
| BRAD LAMBERT | Board President | — | ||
| REBECCA BREWER | BUSINESS MANAGER | — | ||
| KATIE GRAVISS | Treasurer | — | ||
| NEIL BREWER | Secretary | — | ||
| HEATHER AGUILAR | Board Member | — | ||
| CHRIS CAFFREY | Board Member | — | ||
| CATHY RYAN | Board Member | — | ||
| CHARLOTTE DUBOIS | Board Member | — | ||
| BARBARA ANDERSON | Board Member | — | ||
| KATHY CHANEY | Board Member | — | ||
| BRIAN DUBOIS | Board Member | — | ||
| CINDY SMITH | Board President | — | ||
| KEVIN SWANSEY | Board President | — | ||
| REBECCA BREWER | BUSINESS MANAGER | — | ||
| BRIAN DUBOIS | Treasurer | — | ||
| NEIL BREWER | Secretary | — | ||
| JERRY PRINCE | Board Member | — | ||
| BRAD LAMBERT | Board Member | — | ||
| KATIE GRAVISS | Board Member | — | ||
| CHARLOTTE DUBOIS | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 181 other orgs in IN with NTEE prefix A6.
Most-divergent component: financial score sits 29 points below the peer median (25 vs. 54).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
Overall score has gone from 19 → 35 over 5 years (improving by 16 points). A multi-year directional move of this magnitude is a signal worth investigating.
What's driving this score
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- Two consecutive years of deficit spending.
- 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:
- Build cash reserves to at least 3 months of operating expenses — moves financial resilience score meaningfully (~10 points).
- Stabilize program expenses or grow earned-income revenue to break the consecutive-deficit pattern (~8 points to financial score).
Improving governance is a board decision. These are the levers.