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 | 8.5% | 45 | Fragile | Recovery | |
| 2022 | — | — | — | 43 | Fragile | Recovery | |
| 2021 | — | — | — | 37 | Fragile | Decline Risk | |
| 2020 | — | — | 10.8% | 47 | Fragile | Recovery | |
| 2019 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | — | 47 | Fragile | Stable Watch | |
| 2017 | — | — | — | 47 | Fragile | Decline Risk | |
| 2012 | — | — | — | 47 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| THEODORE A HADLEY | Board Member | 6.7% of Rev | ||
| THEODORE A HADLEY | Board Member | 4.6% of Rev | ||
| ELIZABETH THOMSEN | Treasurer | 1.8% of Rev | ||
| KEVIN HOWARD | Board President | — | ||
| ANNETTE BARNUM | Board President | — | ||
| KEVIN HOWARD | Board President | — | ||
| ANNETTE BARNUM | Board President | — | ||
| LISA ODAFFER | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Theodore A Hadley | Board Member | 6.2% of Rev | ||
| Linda Aufderheide | Board Member | 1.9% of Rev | ||
| Kevin Howard | Board President | — | ||
| George Halsell | Board President | — | ||
| Pernecia Heinemann | Secretary | — | ||
| Elizabeth Barker | Board Member | — | ||
| Nancy Koonce | Ex Officio: Business Manag | — | ||
| Lorna Pringle | Board Member | — | ||
| Amy Toft | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 18 other orgs in ID with NTEE prefix A6.
Most-divergent component: financial score sits 27 points above the peer median (55 vs. 28).
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 8.5% sits within the sector's healthy band (18–22%).
- Two consecutive years of deficit spending.
What would change this score
The two changes that would most improve this score:
- Stabilize program expenses or grow earned-income revenue to break the consecutive-deficit pattern (~8 points to financial score).
Improving governance is a board decision. These are the levers.