Steady State
Steady State
Market
Archetype
Mechanical
Natural
Tier
Priority Review
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
43
Score
Governance
45
Score
Financial
50
Score
Program
30
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 22.8% | 43 | Fragile | Gov Risk | |
| 2022 | — | — | 22.6% | 43 | Fragile | Gov Risk | |
| 2021 | — | — | 24.2% | 43 | Fragile | Recovery | |
| 2020 | — | — | 31.7% | 32 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 31.1% | 32 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 35.9% | 32 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 39.4% | 30 | Critical Intervention Needed | Gov Risk | |
| 2016 | — | — | 43.3% | 27 | Critical Intervention Needed | Gov Risk | |
| 2015 | — | — | 35.8% | 34 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 39.3% | 34 | Critical Intervention Needed | Gov Risk | |
| 2013 | — | — | 39.9% | 34 | Critical Intervention Needed | Gov Risk | |
| 2012 | — | — | 36.4% | 38 | Fragile | Gov Risk |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CORNELIA BAKER | EXECUTIVE DI | 23.0% of Rev | ||
| DONNA BEIRNE | Board President | — | ||
| LIBBY BURGER | 1ST VICE PRE | — | ||
| NANCY GILBERT | 2ND VICE PRE | — | ||
| DENNIS NELSON | Treasurer | — | ||
| BETSY CARTER | Secretary | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CORNELIA BAKER | EXECUTIVE DI | 22.8% of Rev | ||
| DONNA BEIRNE | Board President | — | ||
| LIBBY BURGER | 1ST VICE PRE | — | ||
| NANCY GILBERT | 2ND VICE PRE | — | ||
| DENNIS NELSON | Treasurer | — | ||
| BETSY CARTER | Secretary | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CORNELIA BAKER | EXECUTIVE DI | 21.0% of Rev | ||
| DONNA BEIRNE | Board President | 0.5% of Rev | ||
| LIBBY BURGER | 1ST VICE PRE | — | ||
| NANCY GILBERT | 2ND VICE PRE | — | ||
| DENNIS NELSON | Treasurer | — | ||
| BETSY CARTER | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CORNELIA BAKER | EXECUTIVE DI | 23.5% of Rev | ||
| CORNELIA BAKER | EXECUTIVE DI | 19.8% of Rev | ||
| NANCY NEWHARD-FARRAR | FORMER EXEC | 3.7% of Rev | ||
| BETSY CARTER | Board President | — | ||
| ANNE KOETHCKE | VICE PRESIDE | — | ||
| DENNIS NELSON | Treasurer | — | ||
| LIBBY BURGER | Board Member | — | ||
| LM CARTER | Board Member | — | ||
| ANN DREWRY | Board Member | — | ||
| CATHY DRUMMER | Board Member | — | ||
| SONYA HOWELL | Board Member | — | ||
| KYLE KEYSER | Board Member | — | ||
| LOIS MCMULLAN | Board Member | — | ||
| KEVIN PERSINGER | Board Member | — | ||
| KAARN THOMAS | Board Member | — | ||
| NANCY TYREE | Board Member | — | ||
| ANN WRIGHT | Board Member | — | ||
| BETSY CARTER | Board President | — | ||
| ANNE KOETHCKE | VICE PRESIDE | — | ||
| DENNIS NELSON | Treasurer | — | ||
| LIBBY BURGER | Board Member | — | ||
| LM CARTER | Board Member | — | ||
| ANN DREWRY | Board Member | — | ||
| CATHY DRUMMER | Board Member | — | ||
| SONYA HOWELL | Board Member | — | ||
| KYLE KEYSER | Board Member | — | ||
| LOIS MCMULLAN | Board Member | — | ||
| KEVIN PERSINGER | Board Member | — | ||
| KAARN THOMAS | Board Member | — | ||
| NANCY TYREE | Board Member | — | ||
| ANN WRIGHT | 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
50 / 100
weight 40%
Governance risk
45 / 100
weight 40%
Program scale
30 / 100
weight 20%
Overall
43 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 4 other orgs in VA with NTEE prefix A4.
Most-divergent component: program score sits 13 points below the peer median (30 vs. 43).
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 22.8% 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 22.8% to under 22% of revenue — would move governance score by ~5 points.
Improving governance is a board decision. These are the levers.