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 | — | |
| 2023 | — | — | 16.2% | 37 | Fragile | Recovery | |
| 2022 | — | — | 15.6% | 33 | Critical Intervention Needed | Stable Watch | |
| 2021 | — | — | 17.5% | 33 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 28.8% | 38 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | — | 47 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Janet D Hartley | Treasurer | 17.6% of Rev | ||
| Rita Hartley | Board Member | — | ||
| Jim King | Board Member | — | ||
| Jennifer Hulett | Board President | — | ||
| Karen Hopkins | Board President | — | ||
| Catherine Hughes | Secretary | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DeNeil Hartley | Treasurer | 17.2% of Rev | ||
| Rita Hartley | Board President | — | ||
| Donna Barber | Secretary | — | ||
| Catherine Hughes | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DeNeil Hartley | Treasurer | 14.7% of Rev | ||
| Rita Hartley | Board President | — | ||
| Donna Barber | Secretary | — | ||
| Catherine Hughes | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DeNeil Hartley | Treasurer | 15.2% of Rev | ||
| Rita Hartley | Board President | — | ||
| Donna Barber | Secretary | — | ||
| Catherine Hughes | Board President | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 13 other orgs in KY with NTEE prefix A2.
Most-divergent component: financial score sits 19 points below the peer median (25 vs. 44).
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 16.2% sits within the sector's healthy band (18–22%).
- 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- 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.