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 |
|---|---|---|---|---|---|---|---|
| 2023 | — | — | 26.7% | 17 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 73.5% | 17 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 63.0% | 17 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 80.3% | 17 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 30.5% | 26 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 3.1% | 28 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 19.0% | 25 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 9.4% | 30 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | — | 25 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 25 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | 1.1% | 28 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 12.0% | 25 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 13.9% | 25 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Rhonda F Bedell CPA | Treasurer | 30.1% of Rev | ||
| Nevilla E Ottley-Adjahoe | Secretary | 29.9% of Rev | ||
| Samona Watts Esq | Board Member | — | ||
| Darien Claxton | Board Member | — | ||
| Jonathan Adjahoe | Board Member | — | ||
| Alis Adjahoe | Board Member | — | ||
| Karen Simmons-Bethea | Board Member | — | ||
| Tyrone Short | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Nevilla E Ottley-Adjahoe | Secretary | 46.8% of Rev | ||
| Edgar E Adjahoe | Board President | 17.3% of Rev | ||
| Rhonda F Bedell CPA | Treasurer | 6.0% of Rev | ||
| William Thomas Monaco | Executive Director | — | ||
| Samona Watts Esq | Board Member | — | ||
| Darien Claxton | Board Member | — | ||
| Jonathan Adjahoe | Board Member | — | ||
| Alis Adjahoe | Board Member | — | ||
| Karen Simmons-Bethea | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Nevilla E Ottley | Secretary | 28.5% of Rev | ||
| Edgar E Adjahoe | Board President | 8.7% of Rev | ||
| Rhonda F Bedell CPA | Treasurer | 1.8% of Rev | ||
| Jonathan Adjahoe | Board Member | — | ||
| Ronald Crawley CPA | Board President | — | ||
| Dr Carla Bowens | Board Member | — | ||
| Darien Claxton | Board Member | — | ||
| Margaret Jackson | Board Member | — | ||
| Karen Simmons-Beathea | Board Member | — | ||
| SaMonna Watts Esq | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Fewer than 3 peers found in MD for this NTEE subcategory; peer comparison would not be statistically meaningful.
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
Overall score has gone from 26 → 17 over 5 years (declining by 9 points).
What's driving this score
- Comp-to-revenue ratio of 26.7% 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.