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 |
|---|---|---|---|---|---|---|---|
| 2024 | — | — | — | 56 | Fragile | Recovery | |
| 2023 | — | — | — | 38 | Fragile | Recovery | |
| 2022 | — | — | 51.1% | 35 | Governance-Stressed | Gov Risk | |
| 2021 | — | — | 57.3% | 38 | Governance-Stressed | Gov Risk | |
| 2020 | — | — | 19.8% | 50 | Fragile | Recovery | |
| 2019 | — | — | — | 47 | Fragile | Recovery | |
| 2018 | — | — | — | 43 | Fragile | Stable Watch | |
| 2017 | — | — | — | 43 | Fragile | Decline Risk | |
| 2016 | — | — | — | 53 | Fragile | Stable Watch | |
| 2015 | — | — | — | 53 | Fragile | Recovery | |
| 2014 | — | — | — | 47 | Fragile | Decline Risk | |
| 2013 | — | — | — | 49 | Fragile | Decline Risk | |
| 2012 | — | — | — | 53 | Fragile | Stable Watch | |
| 2011 | — | — | — | 51 | Fragile | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MATTHEW SWITZER | Board Member | 14.1% of Rev | ||
| MARY ANNE FLEET | Executive Director | 12.9% of Rev | ||
| BARBARA MORITZKY | Treasurer | 9.5% of Rev | ||
| MARY ANNE FLEET | Executive Director | 9.2% of Rev | ||
| BARBARA MORITZKY | Treasurer | 8.4% of Rev | ||
| NAOMI SMITH | Board Member | 2.7% of Rev | ||
| LIANE ROCKLEY | Board President | — | ||
| MATTHEW SWITZER | Board Member | — | ||
| REBECCA MORITZKY | Secretary | — | ||
| JOEL HILLAN | Board Member | — | ||
| TAMARA CHRISTOPER | Board Member | — | ||
| JAN HELGESON | Board Member | — | ||
| CLARKE READER | Board Member | — | ||
| NAOMI SMITH | Board Member | — | ||
| LIANE ROCKLEY | Board President | — | ||
| REBECCA MORITZKY | Secretary | — | ||
| TAMARA CHRISTOPER | Board Member | — | ||
| JAN HELGESON | Board Member | — | ||
| JOEL HILLAN | Board Member | — | ||
| CLARKE READER | Board Member | — | ||
| KATE VAN FLEET | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARY ANNE FLEET | Executive Director | 11.4% of Rev | ||
| BARBARA MORITZKY | Treasurer | 7.0% of Rev | ||
| LIANE ROCKLEY | Board President | — | ||
| MATTHEW SWITZER | Board Member | — | ||
| REBECCA MORITZKY | Secretary | — | ||
| JOEL HILLAN | Board Member | — | ||
| TAMARA CHRISTOPER | Board Member | — | ||
| JAN HELGESON | Board Member | — | ||
| CLARKE READER | Board Member | — | ||
| NAOMI SMITH | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 183 other orgs in CO with NTEE prefix A6.
Most-divergent component: financial score sits 54 points above the peer median (90 vs. 36).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
Overall score has gone from 50 → 56 over 5 years (improving by 6 points).
What's driving this score
- 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.