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 | Hidden | Hidden | 22.7% | 28 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 31.6% | 34 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | — | 32 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | — | 41 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOANN THOMPSON | Board Member | — | ||
| RANDY TOOMBS | Board President | — | ||
| ELLA WIMES | Board Member | — | ||
| ALFONSO CHESTER | Treasurer | — | ||
| ANTHONY THOMPSON | Board President | — | ||
| KEYAWANNA FRAZIER | Secretary | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOANN THOMPSON | Board Member | 25.9% of Rev | ||
| RANDY TOOMBS | Board President | — | ||
| ELLA WIMES | Board Member | — | ||
| ALFONSO CHESTER | Treasurer | — | ||
| ANTHONY THOMPSON | Board President | — | ||
| KEYAWANNA FRAZIER | Secretary | — | ||
| JOANN THOMPSON | Board Member | — | ||
| ALFONSO CHESTER | Treasurer | — | ||
| RANDY TOOMBS | Board President | — | ||
| ELLA WIMES | Board Member | — | ||
| ANTHONY THOMPSON | Board President | — | ||
| KEYAWANNA FRAZIER | Secretary | — |
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 FL 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.
What's driving this score
- Comp-to-revenue ratio of 22.7% 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.