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 | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 18.3% | 14 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 20.7% | 14 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 12.2% | 20 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | — | 24 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | — | 54 | Fragile | Recovery | |
| 2018 | — | — | — | 49 | Fragile | Recovery | |
| 2017 | — | — | — | 45 | Financially Distressed | Recovery | |
| 2016 | — | — | — | 41 | Financially Distressed | Decline Risk | |
| 2015 | — | — | — | 43 | Financially Distressed | Recovery | |
| 2014 | — | — | — | 37 | Fragile | Recovery | |
| 2013 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | — | 25 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 33 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARY GOULD | Executive Director | 19.5% of Rev | ||
| JUSTIN VERONA | Treasurer | — | ||
| BEN POLK | Board Member | — | ||
| JENNIFER THIELMANN | Board Member | — | ||
| ALLISON STONER | Secretary | — | ||
| JEFF HAHN | Board President | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARY GOULD | Executive Director | 18.3% of Rev | ||
| Justin Verona | Treasurer | — | ||
| BEN POLK | Board Member | — | ||
| Jennifer Thielmann | Board Member | — | ||
| Allison Stoner | Scdretary | — | ||
| JEFF HAHN | Board President | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARY GOULD | Executive Director | 16.9% of Rev | ||
| ALBERT ROSS | Board President | — | ||
| BEN POLK | Board Member | — | ||
| CALLIE LONG | Secretary | — | ||
| JOSEPH SPIOTTA | Board Member | — | ||
| DYLAN ROWE | Board Member | — | ||
| JEFF HAHN | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARY GOULD | Executive Director | — | ||
| AJ GARDNER | Board President | — | ||
| SHEA ANGE | Secretary | — | ||
| AJ GARDNER | Board President | — | ||
| JOSH WOOLWINE | Board President | — | ||
| SHEA ANGE | Secretary | — | ||
| JAMALL RAWLINSON | Board Member | — | ||
| ALBERT ROSS | Board Member | — | ||
| ANGELIQUE CUNNINGHAM | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 129 other orgs in SC with NTEE prefix A6.
Most-divergent component: financial score sits 45 points below the peer median (0 vs. 45).
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 18.3% 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.