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 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 15.5% | 31 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 14.8% | 46 | Fragile | Decline Risk | |
| 2020 | — | — | 11.8% | 50 | Fragile | Recovery | |
| 2019 | — | — | — | 51 | Fragile | Recovery | |
| 2018 | — | — | — | 49 | Fragile | Gov Risk | |
| 2017 | — | — | — | 49 | Fragile | Recovery | |
| 2016 | — | — | — | 47 | Fragile | Recovery | |
| 2015 | — | — | 13.4% | 31 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 12.6% | 38 | Financially Distressed | Decline Risk | |
| 2013 | — | — | 19.5% | 34 | Critical Intervention Needed | Gov Risk | |
| 2012 | — | — | 10.9% | 43 | Fragile | Recovery | |
| 2011 | — | — | 10.4% | 33 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JAMES PARKER | EXECUTIVE DI | 16.8% of Rev | ||
| RICH EGGETT | Board Member | — | ||
| MICHAEL HOHL | Board President | — | ||
| MACKENZIE PEDERSEN | Board Member | — | ||
| BRINTON WILKINS | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JAMES PARKER | EXECUTIVE DI | 17.7% of Rev | ||
| JAMES PARKER | EXECUTIVE DI | 17.7% of Rev | ||
| JOHN HOLGREN | Board Member | — | ||
| ALISON JENSEN | Board Member | — | ||
| JON LEA | Board Member | — | ||
| EMILY PARKER | Board Member | — | ||
| BRANDON PATTERSON | Board Member | — | ||
| RICH EGGETT | Board Member | — | ||
| MICHAEL HOHL | Board President | — | ||
| MACKENZIE PEDERSEN | Board Member | — | ||
| BRINTON WILKINS | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JAMES PARKER | EXECUTIVE DI | 14.8% of Rev | ||
| EMILY PARKER | Board Member | 1.5% of Rev | ||
| JOHN HOLGREN | Board Member | — | ||
| ALISON JENSEN | Board Member | — | ||
| JON LEA | Board Member | — | ||
| BRANDON PATTERSON | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 19 other orgs in UT with NTEE prefix A2.
Most-divergent component: program score sits 17 points above the peer median (45 vs. 28).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
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.