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 | — | — | — | 52 | Fragile | Recovery | |
| 2022 | — | — | 11.3% | 48 | Fragile | Decline Risk | |
| 2021 | — | — | 12.0% | 52 | Fragile | Recovery | |
| 2020 | — | — | 17.7% | 51 | Fragile | Stable Watch | |
| 2019 | — | — | — | 52 | Fragile | Recovery | |
| 2018 | — | — | — | 42 | Fragile | Stable Watch | |
| 2017 | — | — | — | 42 | Fragile | Stable Watch | |
| 2016 | — | — | — | 42 | Fragile | Recovery | |
| 2015 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2010 | — | — | — | 37 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MATTHEW KARNES | Treasurer | 16.0% of Rev | ||
| SHARON ALTON | Treasurer | 14.6% of Rev | ||
| DAVID EHRLICH | EXECUTIVE DI | 9.7% of Rev | ||
| KATIE KRUGER | Board President | — | ||
| MARK CALLAGHAN | Board Member | — | ||
| BRIAN KITTS | Board Member | — | ||
| ANGELA LAKIN | Board Member | — | ||
| TIM VACCA | Board Member | — | ||
| BRENDA MOSBY | Board Member | — | ||
| CHRISTINE COSTELLO | Board Member | — | ||
| LANCE ZANETT | Board Member | — | ||
| JENNIFER HOFFMAN | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SHARON ALTON | Treasurer | 13.9% of Rev | ||
| CHARLENE LAUS | Treasurer | 10.2% of Rev | ||
| DAVID EHRLICH | EXECUTIVE DI | 8.5% of Rev | ||
| CHIYOKO YOKOTA | Treasurer | 6.4% of Rev | ||
| BRENT FARBER | Board President | — | ||
| GINGER WHITE | Board Member | — | ||
| TIM VACCA | Board Member | — | ||
| BRIAN KITTS | Board Member | — | ||
| MARK CALLAGHAN | Board Member | — | ||
| LANCE ZANETT | Board Member | — | ||
| BRENDA MOSBY | Board Member | — | ||
| CHRISTINE COSTELLO | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Tamara Door | Treasurer | 39.4% of Rev | ||
| Charlene Laus | Treasurer | 18.0% of Rev | ||
| Sharon Alton | Treasurer | 13.0% of Rev | ||
| David Ehrlich | Executive Director | 8.2% of Rev | ||
| Brent Farber | Board President | — | ||
| Ginger White | Board Member | — | ||
| Tim Vacca | Board Member | — | ||
| Margaret Hunt | Board Member | — | ||
| Brian Kitts | Board Member | — | ||
| Mark Callaghan | Board Member | — | ||
| Lance Zanett | Board Member | — | ||
| Brenda Mosby | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Tamara Door | Executive Director | 36.5% of Rev | ||
| Charlene Laus | Treasurer | 15.1% of Rev | ||
| David Ehrlich | Executive Director | 9.2% of Rev | ||
| Brent Farber | Board President | — | ||
| Jayne Buck | Board Member | — | ||
| Ginger White | Board Member | — | ||
| Tim Vacca | Board Member | — | ||
| Margaret Hunt | Board Member | — | ||
| Brian Kitts | Board Member | — | ||
| Mark Callaghan | Board Member | — | ||
| Lance Zanett | 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.