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 |
|---|---|---|---|---|---|---|---|
| 2023 | — | — | 27.3% | 46 | Governance-Stressed | Gov Risk | |
| 2022 | — | — | 19.4% | 63 | Stable | Stable Watch | |
| 2021 | — | — | — | 65 | Stable | Stable Watch | |
| 2020 | — | — | 6.6% | 63 | Fragile | Decline Risk | |
| 2019 | — | — | — | 51 | Financially Distressed | Decline Risk | |
| 2018 | — | — | — | 53 | Financially Distressed | Decline Risk | |
| 2017 | — | — | 11.0% | 39 | Financially Distressed | Recovery | |
| 2016 | — | — | 16.9% | 36 | Fragile | Decline Risk | |
| 2015 | — | — | 16.6% | 39 | Fragile | Decline Risk | |
| 2014 | — | — | 12.5% | 45 | Fragile | Recovery | |
| 2013 | — | — | 15.4% | 37 | Financially Distressed | Decline Risk | |
| 2012 | — | — | 67.3% | 34 | Critical Intervention Needed | Gov Risk | |
| 2011 | — | — | 36.4% | 38 | Fragile | Gov Risk |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANZHELA OYZBOYD | Board President | 17.2% of Rev | ||
| MICHAEL STRESSER | Secretary | — | ||
| ROBERT HARRISON | Board Member | — | ||
| BRIAN MURPHY | Board Member | — | ||
| MARK OZBOYD | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANZHELA OYZBOYD | Board President | 2.9% of Rev | ||
| MICHAEL STRESSER | Treasurer | — | ||
| ROBERT HARRISON | Board Member | — | ||
| BRIAN MURPHY | Board Member | — | ||
| MARK OZBOYD | Secretary | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 123 other orgs in GA with NTEE prefix A6.
Most-divergent component: program score sits 15 points above the peer median (45 vs. 30).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
Overall score has gone from 51 → 46 over 5 years (declining by 5 points).
What's driving this score
- Comp-to-revenue ratio of 27.3% 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 27.3% to under 22% of revenue — would move governance score by ~11 points.
Improving governance is a board decision. These are the levers.