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 | 20.8% | 33 | Critical Intervention Needed | Recovery | |
| 2023 | — | — | 29.8% | 28 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 29.3% | 32 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 55.6% | 40 | Governance-Stressed | Gov Risk | |
| 2020 | — | — | — | 49 | Fragile | Recovery | |
| 2019 | — | — | — | 51 | Fragile | Stable Watch | |
| 2018 | — | — | — | 51 | Fragile | Decline Risk | |
| 2017 | — | — | — | 55 | Fragile | Recovery | |
| 2016 | — | — | — | 47 | Fragile | Decline Risk | |
| 2015 | — | — | — | 51 | Fragile | Recovery | |
| 2014 | — | — | — | 43 | Fragile | Decline Risk | |
| 2013 | — | — | — | 47 | Fragile | Stable Watch | |
| 2012 | — | — | — | 47 | Fragile | Decline Risk | |
| 2011 | — | — | — | 57 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID CRANE | Board Member | 12.2% of Rev | ||
| SHARI EBERT | Secretary | 4.8% of Rev | ||
| MARK LINDEBLAD | Board Member | 1.4% of Rev | ||
| TOM W HALLETT | Treasurer | 1.3% of Rev | ||
| TOM HAWLEY | Board Member | 1.2% of Rev | ||
| ROSANNE C ARNOLD | Board President | — | ||
| JAMES BRETT | Corresponding Secretar | — | ||
| JORGE ALVAREZ | Board Member | — | ||
| CAROL BRONKHORST | Board Member | — | ||
| JOAN RADTKE | Board Member | — | ||
| RODNEY HOLMES | Board President | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID CRANE | Board Member | 18.3% of Rev | ||
| SHARI EBERT | Secretary | 4.2% of Rev | ||
| TOM W HALLETT | Treasurer | 0.9% of Rev | ||
| ROSANNE C ARNOLD | Board President | — | ||
| JAMES BRETT | Corresponding Secretar | — | ||
| JORGE ALVAREZ | Board Member | — | ||
| CAROL BRONKHORST | Board Member | — | ||
| RODNEY HOLMES | Board Member | — | ||
| JOAN RADTKE | Board Member | — | ||
| RON SMALL | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID CRANE | Board Member | 16.3% of Rev | ||
| SHARI EBERT | Secretary | 3.8% of Rev | ||
| TOM W HALLETT | Treasurer | 0.9% of Rev | ||
| ROSANNE C ARNOLD | Board President | — | ||
| JAMES BRETT | Corresponding Secretar | — | ||
| JORGE ALVAREZ | Board Member | — | ||
| CAROL BRONKHORST | Board Member | — | ||
| LINDA MAGUIRE | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 195 other orgs in IL with NTEE prefix A6.
Most-divergent component: financial score sits 11 points below the peer median (25 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 20.8% sits within the sector's healthy band (18–22%).
- 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.