Steady State
Steady State
Market
Archetype
Mechanical
Natural
Tier
Developing
Trajectory Thumbprint
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.
The Stewardship
Institutional Health Scores
5-yr trend: Steady State ↑
Overall
48
Score
Governance
55
Score
Financial
35
Score
Program
60
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
Financial Era
Governance Era
Trajectory Era
Steady State
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 5.6% | 48 | Fragile | Decline Risk | |
| 2022 | — | — | 8.6% | 52 | Fragile | Stable Watch | |
| 2021 | — | — | 8.7% | 52 | Fragile | Stable Watch | |
| 2020 | — | — | 7.0% | 52 | Fragile | Recovery | |
| 2019 | — | — | 5.9% | 50 | Fragile | Stable Watch | |
| 2018 | — | — | 3.9% | 51 | Fragile | Recovery | |
| 2017 | — | — | 4.4% | 43 | Financially Distressed | Decline Risk | |
| 2016 | — | — | 4.3% | 45 | Financially Distressed | Decline Risk | |
| 2015 | — | — | 7.5% | 46 | Financially Distressed | Decline Risk | |
| 2014 | — | — | 5.5% | 46 | Financially Distressed | Decline Risk | |
| 2013 | — | — | 1.5% | 53 | Fragile | Recovery | |
| 2012 | — | — | 9.9% | 50 | Fragile | Decline Risk | |
| 2011 | — | — | 5.3% | 54 | Fragile | Recovery | |
| 2010 | — | — | — | 45 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DOUGLAS YEUELL | Executive Director | 5.6% of Rev | ||
| MICHAEL LEWIS | Board Member | — | ||
| DONNA RATTLEY WASHINGTON | Board President | — | ||
| PHILIP HOLMES | Board President | — | ||
| DEIRDRE VOLLMER | Secretary | — | ||
| ERIC JAFFE | Treasurer | — | ||
| BRANDON MYERS | Board Member | — | ||
| JANE LANG | Board President | — | ||
| STEVE BROSE | Board Member | — | ||
| MONIQUE WATSON | Board Member | — | ||
| MAREK SKOVAJSA | Board Member | — | ||
| WBRIAN EDGE | Board Member | — | ||
| PHYLLIS D THOMPSON | Board Member | — | ||
| SKYE PERRYMAN | Board Member | — | ||
| LAURA COATES | Board Member | — | ||
| ORLANDO BROOKS | Board Member | — | ||
| ERVA COCKFIELD | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DOUGLAS E YEUELL | Executive Director | 4.4% of Rev | ||
| JOHANNA SELTZER | Treasurer | 2.9% of Rev | ||
| MICHAEL K LEWIS | Board President | — | ||
| DONNA RATTLEY-WASHINGTON | Board President | — | ||
| PHILIP HOLMES | Secretary | — | ||
| ALBERT WU | Treasurer | — | ||
| BRANDON MYERS | LEGAL COUNSEL | — | ||
| JANE LANG | Board President | — | ||
| LAURA COATES | Board Member | — | ||
| HENRY FONVIELLE | Board Member | — | ||
| DONNICA HAWES-SAUNDERS | Board Member | — | ||
| MICHAEL HEALY | Board Member | — | ||
| ERIC JAFFE | Board Member | — | ||
| SKYE PERRYMAN | Board Member | — | ||
| MAREK SKOVAJSA | Board Member | — | ||
| PHYLLIS D THOMPSON | Board Member | — | ||
| ORLANDO BROOKS | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DOUGLAS E YEUELL | Executive Director | 4.5% of Rev | ||
| JOHANNA SELTZER | Treasurer | 3.1% of Rev | ||
| MICHAEL K LEWIS | Board President | — | ||
| MICHAEL BLUM | Board President | — | ||
| DONNA RATTLEY-WASHINGTON | Board President | — | ||
| PHILIP HOLMES | Secretary | — | ||
| ALBERT WU | Treasurer | — | ||
| BRANDON MYERS | LEGAL COUNSEL | — | ||
| JANE LANG | Board President | — | ||
| ORLANDO BROOKS | Board Member | — | ||
| STEVE BROSE | Board Member | — | ||
| BOB BURKA | Board Member | — | ||
| LAURA COATES | Board Member | — | ||
| LEILA FITZPATRICK | Board Member | — | ||
| BRIAN EDGE | Board Member | — | ||
| HENRY FONVIELLE | Board Member | — | ||
| DONNICA HAWES-SAUNDERS | Board Member | — | ||
| MICHAEL HEALY | Board Member | — | ||
| ERIC JAFFE | Board Member | — | ||
| SKYE PERRYMAN | Board Member | — | ||
| MAREK SKOVAJSA | Board Member | — | ||
| PHYLLIS D THOMPSON | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DOUGLAS E YEUELL | Executive Director | 4.4% of Rev | ||
| JOHANNA SELTZER | Treasurer | 3.0% of Rev | ||
| MICHAEL K LEWIS | Board President | — | ||
| MICHAEL BLUM | Board President | — | ||
| PHILIP HOLMES | Secretary | — | ||
| JIM BRUMMITT | Treasurer | — | ||
| BRANDON MYERS | LEGAL COUNSEL | — | ||
| JANE LANG | Board President | — | ||
| ORLANDO BROOKS | Board Member | — | ||
| STEVE BROSE | Board Member | — | ||
| SCOTT BURRELL | Board Member | — | ||
| BOB BURKA | Board Member | — | ||
| LAURA COATES | Board Member | — | ||
| LEILA FITZPATRICK | Board Member | — | ||
| HENRY FONVIELLE | Board Member | — | ||
| MERNA GUTTENTAG | Board Member | — | ||
| MICHAEL HEALY | Board Member | — | ||
| ERIC JAFFE | Board Member | — | ||
| SKYE PERRYMAN | Board Member | — | ||
| DONNA RATTLEY-WASHINGTON | Board Member | — | ||
| MAREK SKOVAJSA | Board Member | — | ||
| PHYLLIS D THOMPSON | Board Member | — | ||
| WENDY WASSERMAN | Board Member | — | ||
| ALBERT WU | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
35 / 100
weight 40%
Governance risk
55 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
48 / 100
Developing
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 55 other orgs in DC with NTEE prefix A6.
Most-divergent component: program score sits 18 points above the peer median (60 vs. 42).
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 5.6% sits within the sector's healthy band (18–22%).
What would change this score
The two changes that would most improve this score:
- 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.