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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | — | 55 | Fragile | Recovery | |
| 2022 | — | — | — | 56 | Fragile | Recovery | |
| 2021 | — | — | — | 55 | Fragile | Stable Watch | |
| 2020 | — | — | — | 55 | Fragile | Recovery | |
| 2019 | — | — | — | 56 | Fragile | Recovery | |
| 2018 | — | — | — | 52 | Fragile | Stable Watch | |
| 2017 | — | — | — | 52 | Fragile | Stable Watch | |
| 2016 | — | — | — | 52 | Fragile | Recovery | |
| 2015 | — | — | — | 28 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | — | 25 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 52 | Fragile | Recovery | |
| 2012 | — | — | — | 25 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 26 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| STEVE BRETT | CHAIRMAN | — | ||
| NORMAN WILSON | Treasurer | — | ||
| KIP WALLEN | Secretary | — | ||
| JAMES BUTLER | Board Member | — | ||
| WILLIAM WALLACE | Board Member | — | ||
| MALIK ROBINSON | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| STEVE BRETT | CHAIRMAN | — | ||
| NORMAN WILSON | Treasurer | — | ||
| KIP WALLEN | Secretary | — | ||
| JAMES BUTLER | Board Member | — | ||
| WILLIAM WALLACE | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JEROME KERN | Board Member | 13.9% of Rev | ||
| STEVE BRETT | CHAIRMAN | — | ||
| NORMAN WILSON | Treasurer | — | ||
| WILLIAM WALLACE | Board Member | — | ||
| SUZANNE RYAN | Board Member | — | ||
| JIM BUTLER | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JEROME KERN | Board Member | 12.3% of Rev | ||
| SUSAN ELLIS | Secretary | 4.3% of Rev | ||
| STEVE BRETT | CHAIRMAN | — | ||
| NORMAN WILSON | Treasurer | — | ||
| WILLIAM WALLACE | Board Member | — | ||
| GREGG KVISTAD | Board Member | — | ||
| SUZANNE RYAN | Board Member | — | ||
| JIM BUTLER | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 182 other orgs in CO with NTEE prefix A6.
Most-divergent component: program score sits 28 points above the peer median (60 vs. 32).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
What's driving this score
- No individual risk drivers stand out. Overall score reflects component balance, not any single signal.
What would change this score
No specific high-impact levers identified — this org's score is balanced across components.
Improving governance is a board decision. These are the levers.