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 | — | — | 35.4% | 38 | Governance-Stressed | Gov Risk | |
| 2022 | — | — | 31.2% | 46 | Governance-Stressed | Recovery | |
| 2021 | — | — | — | 43 | Fragile | Recovery | |
| 2020 | — | — | 29.4% | 44 | Governance-Stressed | Gov Risk | |
| 2019 | — | — | — | 47 | Fragile | Stable Watch | |
| 2018 | — | — | — | 47 | Fragile | Recovery | |
| 2017 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 47 | Fragile | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DR ELIZA LAMB | Executive Director | 33.1% of Rev | ||
| CHARLES LAMB | Board President | — | ||
| SAM DAVIS | Treasurer | — | ||
| STACEY ENGLISH | Secretary | — | ||
| MARY FRENCH ELDER | Board Member | — | ||
| JOSEPH PAPA | Board Member | — | ||
| BRANDON BUTTERWORTH | Board Member | — | ||
| NAQUETTA MITCHELL | Board Member | — | ||
| REBECCA ALAY | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DR ELIZA LAMB | Executive Director | 24.1% of Rev | ||
| DEBRA JONES | Treasurer | — | ||
| SAM DAVIS | Secretary | — | ||
| JOSEPH PAPA | Board Member | — | ||
| MARY FRENCH ELDER | Board Member | — | ||
| CHARLES LAMB | Board President | — | ||
| REBECCA ALALY | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 141 other orgs in VA with NTEE prefix A2.
Most-divergent component: governance score sits 36 points below the peer median (42 vs. 78).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
Overall score has gone from 47 → 38 over 5 years (declining by 9 points).
What's driving this score
- Comp-to-revenue ratio of 35.4% is above the 90th percentile for orgs of this size (healthy band: 18–22%).
What would change this score
The two changes that would most improve this score:
- Reduce top-officer compensation from 35.4% to under 22% of revenue — would move governance score by ~27 points.
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
Improving governance is a board decision. These are the levers.