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 |
|---|---|---|---|---|---|---|---|
| 2022 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 41 | Financially Distressed | Recovery | |
| 2019 | — | — | — | 37 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Danielle Brasure | Secretary | — | ||
| Gary Carleton | Board President | — | ||
| David Crook | Board Member | — | ||
| Laurie Duncan | Board Member | — | ||
| Paige Ennis | Board Member | — | ||
| Luke Frazier | Board Member | — | ||
| Peter Jarjisian | Board Member | — | ||
| Robert Pullen | Board President | — | ||
| Lillian Valle | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LAURIE DUNCAN | Board Member | — | ||
| Danielle Brasure | Secretary | — | ||
| GARY CARLETON | Board President | — | ||
| Gary Carleton | Board President | — | ||
| ROBERT PULLEN | Board President | — | ||
| David Crook | Board Member | — | ||
| LUKE FRAZIER | Board Member | — | ||
| Laurie Duncan | Board Member | — | ||
| DAVID CROOK | Board Member | — | ||
| Paige Ennis | Board Member | — | ||
| LILY VALLE | Treasurer | — | ||
| Luke Frazier | Board Member | — | ||
| PETER JARJISIAN | Board Member | — | ||
| Peter Jarjisian | Board Member | — | ||
| PAIGE ENNIS | Board Member | — | ||
| Robert Pullen | Board President | — | ||
| DANIELLE BRASURE | Secretary | — | ||
| Lillian Valle | Treasurer | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 107 other orgs in DC with NTEE prefix A6.
Most-divergent component: financial score sits 51 points below the peer median (0 vs. 51).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
Overall score has gone from 37 → 32 over 3 years (declining by 5 points).
What's driving this score
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- 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).
Improving governance is a board decision. These are the levers.