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 | — | — | 25.5% | 33 | Critical Intervention Needed | Gov Risk | |
| 2023 | Hidden | Hidden | — | 37 | Financially Distressed | Recovery | |
| 2022 | Hidden | Hidden | — | 23 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 28 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | — | 34 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | — | 38 | Financially Distressed | Recovery | |
| 2018 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 5.4% | 30 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 37 | Financially Distressed | Recovery | |
| 2011 | — | — | 7.5% | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ARIANNA RUSS | Board Member | 25.5% of Rev | ||
| KENNETH TUCKER | Board President | — | ||
| TRICIA ZWEIER | Secretary | — | ||
| SUSAN HONEYWELL | Board Member | — | ||
| JOHN KADDOURI | Board Member | — | ||
| TRACY HUTTER | Board Member | — | ||
| CALVIN WINDSCHITL | Board Member | — | ||
| SHERYL CALLAHAN | Board Member | — | ||
| ANNIE ERICKSON | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Ken Tucker | Treasurer | — | ||
| Tricia Zweier | Board President | — | ||
| Susan Honeywell | Board Member | — | ||
| John Kaddouri | Board Member | — | ||
| Brynn Palmer | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KEN TUCKER | Board President | — | ||
| BILL OTTO | Treasurer | — | ||
| TRICIA ZWEIER | Board Member | — | ||
| GLENNETTA HAYMON | Board Member | — | ||
| REENA VENKATESAN | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KEN TUCKER | Board President | — | ||
| BILL OTTO | Treasurer | — | ||
| TRICIA ZWEIER | Board Member | — | ||
| GLENNETTA HAYMON | Board Member | — | ||
| REENA VENKATESAN | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 161 other orgs in MO with NTEE prefix A6.
Most-divergent component: governance score sits 21 points below the peer median (42 vs. 63).
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 25.5% is modestly above the sector's healthy band (18–22%) — worth monitoring.
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).
- Reduce top-officer compensation from 25.5% to under 22% of revenue — would move governance score by ~7 points.
Improving governance is a board decision. These are the levers.