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 | — | — | — | 53 | Fragile | Recovery | |
| 2022 | — | — | — | 50 | Fragile | Recovery | |
| 2021 | — | — | — | 47 | Fragile | Recovery | |
| 2020 | — | — | 0.9% | 46 | Fragile | Recovery | |
| 2019 | — | — | — | 51 | Fragile | Stable Watch | |
| 2018 | — | — | — | 51 | Fragile | Recovery | |
| 2017 | — | — | — | 47 | Fragile | Stable Watch | |
| 2016 | — | — | — | 47 | Fragile | Decline Risk | |
| 2015 | — | — | — | 51 | Fragile | Recovery | |
| 2014 | — | — | — | 43 | Fragile | Decline Risk | |
| 2013 | — | — | — | 51 | Fragile | Stable Watch | |
| 2012 | — | — | — | 51 | Fragile | Recovery | |
| 2011 | — | — | — | 47 | Fragile | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BRYAN JACKSON | Board Member | — | ||
| HAROLD SHIRLEY | Board President | — | ||
| SUZANNE TEGLAND | Board Member | — | ||
| DIANE SHIRLEY | Treasurer | — | ||
| ROLLAN FELL | Board Member | — | ||
| BEN BRADSHAW | Board Member | — | ||
| LEAH BROWN | Secretary | — | ||
| DEREK HEIN | Board Member | — | ||
| TYLER MELLING | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ALLEN BUTT | Treasurer | 1.1% of Rev | ||
| PETE AKINS | EXEC DIRECTO | — | ||
| BRYAN JACKSON | Board Member | — | ||
| HAROLD SHIRLEY | Board President | — | ||
| MELODY HUGHES | Secretary | — | ||
| HARRY POLLAND | VICE PRESIDE | — | ||
| ANDREW BURT | Board Member | — | ||
| SUZANNE TEGLAND | Board Member | — | ||
| DEREK HEIN | Board Member | — | ||
| TYLER MELLING | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 115 other orgs in UT with NTEE prefix A6.
Most-divergent component: financial score sits 34 points above the peer median (80 vs. 46).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
Overall score has gone from 51 → 53 over 5 years (improving by 2 points).
What's driving this score
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- Net assets declined for 3 consecutive years of deficit spending; cash runway narrowing.
What would change this score
The two changes that would most improve this score:
- 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.