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 |
|---|---|---|---|---|---|---|---|
| 2019 | — | — | — | 23 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | — | 41 | Financially Distressed | Decline Risk | |
| 2017 | — | — | — | 45 | Fragile | Decline Risk | |
| 2016 | — | — | — | 51 | Fragile | Decline Risk | |
| 2015 | — | — | — | 55 | Fragile | Stable Watch | |
| 2014 | — | — | — | 55 | Fragile | Recovery | |
| 2013 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 37 | Fragile | Recovery | |
| 2011 | — | — | — | 33 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KATHY SORENSEN | Board Member | — | ||
| CRAIG LARABEE | Board President | — | ||
| LORI HUBER JD | Board Member | — | ||
| ROBERT BREAULT DMA | Board Member | — | ||
| EDA ASHBY DMA | VICE PRESIDE | — | ||
| SHERI STETTLER | Board Member | — | ||
| CHRISTINE CARLYLE | Treasurer | — | ||
| SHERYL LAUKAT | Board Member | — | ||
| DEBORAH NG | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KATHY SORENSEN | Board Member | — | ||
| CRAIG LARABEE | Board President | — | ||
| LORI HUBER JD | Board Member | — | ||
| ROBERT BREAULT DMA | Board Member | — | ||
| EDA ASHBY DMA | VICE PRESIDE | — | ||
| SHERI STETTLER | Board Member | — | ||
| CHRISTINE CARLYLE | Treasurer | — | ||
| SHERYL LAUKAT | Board Member | — | ||
| DEBORAH NG | 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 36 points below the peer median (10 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 55 → 23 over 5 years (declining by 32 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.
- 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.