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 | — | — | 21.6% | 49 | Governance-Stressed | Recovery | |
| 2022 | — | — | 29.6% | 40 | Governance-Stressed | Gov Risk | |
| 2021 | — | — | 21.0% | 49 | Governance-Stressed | Gov Risk | |
| 2020 | — | — | 19.8% | 51 | Fragile | Stable Watch | |
| 2019 | — | — | 27.3% | 50 | Governance-Stressed | Recovery | |
| 2018 | — | — | 1.6% | 55 | Fragile | Recovery | |
| 2017 | — | — | — | 51 | Fragile | Decline Risk | |
| 2016 | — | — | — | 47 | Fragile | Decline Risk | |
| 2015 | — | — | 12.9% | 43 | Fragile | Decline Risk | |
| 2014 | — | — | 9.6% | 46 | Fragile | Recovery | |
| 2013 | — | — | 18.9% | 24 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 17.7% | 33 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 13.7% | 35 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| QUINN GOLDHAMMER | EXECUTIVE DI | 21.6% of Rev | ||
| GINA HOOGENDOORN | Board President | — | ||
| CHRIS RINGER | VICE PRESIDE | — | ||
| SARA OLSEN | Secretary | — | ||
| ADANAEL RUIZ | Treasurer | — | ||
| DARA CORKERY | Board Member | — | ||
| VERLYN VELLE | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| QUINN GOLDHAMMER | EXECUTIVE DI | 20.7% of Rev | ||
| TIM WILLIAMS | Board President | — | ||
| DARA CORKERY | VICE PRESIDE | — | ||
| ANNA CAFFEE | Secretary | — | ||
| ROBBIE MCLELAND | Treasurer | — | ||
| DARLA SISEL | Board Member | — | ||
| LYN VELLE | Board Member | — | ||
| RACHELLE PEARSON | Board Member | — | ||
| WENDY GAUNTNER | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 17 other orgs in WY with NTEE prefix A2.
Most-divergent component: governance score sits 34 points below the peer median (45 vs. 79).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
Overall score has gone from 50 → 49 over 5 years (declining by 1 points).
What's driving this score
- Comp-to-revenue ratio of 21.6% sits within the sector's healthy band (18–22%).
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).
Improving governance is a board decision. These are the levers.