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 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | — | 23 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | — | 32 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | — | 24 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 47 | Fragile | Decline Risk | |
| 2017 | — | — | — | 51 | Fragile | Recovery | |
| 2016 | — | — | — | 39 | Fragile | Recovery | |
| 2015 | — | — | — | 37 | Fragile | Decline Risk | |
| 2014 | — | — | — | 57 | Fragile | Stable Watch | |
| 2013 | — | — | — | 57 | Fragile | Stable Watch | |
| 2012 | — | — | — | 57 | Fragile | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BRANDON TRENT | Board President | — | ||
| SHARON PIERSON | Secretary | — | ||
| WILLIAM HARRIS | Board Member | — | ||
| DAVID PIERSON | ADVISORY BOARD | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BRANDON TRENT | Board President | — | ||
| LAURIE BEARE | Secretary | — | ||
| KAY COBB | Treasurer | — | ||
| BRUCE WEBB | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BRANDON TRENT | Board President | — | ||
| SHARON PIERSON | Secretary | — | ||
| REECE MORREL Jr | Treasurer | — | ||
| DAVID PIERSON | ADVISORY BOARD | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 66 other orgs in OK with NTEE prefix A6.
Most-divergent component: financial score sits 32 points below the peer median (5 vs. 37).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
Overall score has gone from 24 → 27 over 5 years (improving by 3 points).
What's driving this score
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- 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:
- 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.