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 | — | — | — | 43 | Financially Distressed | Decline Risk | |
| 2023 | — | — | — | 43 | Financially Distressed | Decline Risk | |
| 2022 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 50 | Financially Distressed | Decline Risk | |
| 2020 | — | — | — | 44 | Fragile | Stable Watch | |
| 2019 | — | — | — | 48 | Fragile | Recovery | |
| 2018 | — | — | — | 52 | Fragile | Stable Watch | |
| 2017 | — | — | — | 49 | Fragile | Stable Watch | |
| 2016 | — | — | — | 52 | Fragile | Stable Watch | |
| 2015 | — | — | — | 52 | Fragile | Stable Watch | |
| 2014 | — | — | — | 52 | Fragile | Stable Watch | |
| 2013 | — | — | — | 52 | Fragile | Stable Watch | |
| 2012 | — | — | — | 49 | Fragile | Stable Watch | |
| 2011 | — | — | — | 49 | Fragile | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PETER LANE | Executive Director | 202.7% of Rev | ||
| SCOTT GALBRATH | Vice President | 63.8% of Rev | ||
| TIM VOGT | Treasurer | 54.6% of Rev | ||
| BECKY BRINK | Vice President | 44.8% of Rev | ||
| JONATHAN DOWNEY | Board Member | 39.2% of Rev | ||
| BRIAN CROWNE | Vice President | 38.7% of Rev | ||
| BOB PLESS | Board Member | 37.1% of Rev | ||
| NICK ZAZAL | GENERAL MANAGER, AMP | 34.9% of Rev | ||
| JACLYN HENDERSON | Board Member | — | ||
| KELLY SUDDUTH | Board Member | — | ||
| SARAH DIEBOLD | Board President | — | ||
| MARYBETH HAYS | Board Member | — | ||
| GARY PETERS | Board Member | — | ||
| BROCK GEARHART | Board Member | — | ||
| COLLEEN BRINEY | Board Member | — | ||
| MARK POWER | Board Member | — | ||
| JEFF CLAPPER | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PETER LANE | Executive Director | 126.3% of Rev | ||
| PETER LANE | Executive Director | 113.1% of Rev | ||
| SCOTT GALBRATH | Vice President | 55.7% of Rev | ||
| WENDY RIGGS | Vice President | 52.4% of Rev | ||
| SCOTT GALBRATH | Vice President | 52.0% of Rev | ||
| WENDY RIGGS | Vice President | 51.6% of Rev | ||
| TIM VOGT | Treasurer | 45.1% of Rev | ||
| TIM VOGT | Treasurer | 42.8% of Rev | ||
| BRIAN CROWNE | Vice President | 38.1% of Rev | ||
| TAYLOR SPEEGLE | Vice President | 35.8% of Rev | ||
| TAYLOR SPEEGLE | Vice President | 34.4% of Rev | ||
| JACLYN HENDERSON | Board Member | — | ||
| ANNE JONES | Board Member | — | ||
| SARAH DIEBOLD | Board Member | — | ||
| MARYBETH HAYS | Board Member | — | ||
| GARY PETERS | Board Member | — | ||
| BROCK GEARHART | Board Member | — | ||
| COLLEEN BRINEY | Board Member | — | ||
| MARK POWER | Board Member | — | ||
| LES BALEDGE | Board Member | — | ||
| NEAL PENDERGRAFT | Board Member | — | ||
| ANNE JONES | Board Member | — | ||
| SARAH DIEBOLD | Board Member | — | ||
| CRAIG SHY | Board Member | — | ||
| GARY PETERS | Board Member | — | ||
| BROCK GEARHART | Board Member | — | ||
| COLLEEN BRINEY | Board Member | — | ||
| MARK POWER | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 11 other orgs in AR with NTEE prefix A1.
Most-divergent component: financial score sits 26 points below the peer median (35 vs. 61).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
Overall score has gone from 44 → 43 over 5 years (declining by 1 points).
What's driving this score
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
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).
Improving governance is a board decision. These are the levers.