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 | — | — | Unknown | — | |
| 2023 | — | — | 26.6% | 32 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | — | 25 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | — | 37 | Financially Distressed | Stable Watch | |
| 2019 | — | — | — | 37 | Financially Distressed | Recovery | |
| 2018 | — | — | — | 33 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 33 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | — | 27 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 27 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 23 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Tammy Scruggs-Duncan | Executive Director | 26.6% of Rev | ||
| David Wheeler | Board President | — | ||
| Sandra Minter | Board President | — | ||
| Steve Minter | Treasurer | — | ||
| Kevin Cole | Board Member | — | ||
| Mary Ann Beirne | Board Member | — | ||
| Nancy Moga | Board Member | — | ||
| Caleb Morrison | Board Member | — | ||
| Linda Morrison | Board Member | — | ||
| Beverly Johnson | Board Member | — | ||
| Carl Withrow | Board Member | — | ||
| Marian Paxton | Board Member | — | ||
| Kimberly Halterman | Board President | — | ||
| Mary Beth Garten | Board Member | — | ||
| Katherine Doyle | Board Member | — | ||
| Kayla Austin | Board President | — | ||
| Carter Adcock | House Manager | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 147 other orgs in VA with NTEE prefix A6.
Most-divergent component: financial score sits 21 points below the peer median (15 vs. 36).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
What's driving this score
- Comp-to-revenue ratio of 26.6% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- 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.