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 | — | — | 22.2% | 33 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 45.5% | 38 | Governance-Stressed | Gov Risk |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TONY BURDETTE | Board President | 24.5% of Rev | ||
| TONY BURDETTE | Board President | 22.2% of Rev | ||
| CALVIN BURFORD | Board Member | — | ||
| JOY BURDETTE | Secretary | — | ||
| HELEN BURFORD | Treasurer | — | ||
| CALVIN BURFORD | Board Member | — | ||
| HELEN BURFORD | Treasurer | — | ||
| JOY BURDETTE | Secretary | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TONY BURDETTE | Board President | 6.4% of Rev | ||
| HELEN BUFORD | Treasurer | — | ||
| JOY BURDETTE | Secretary | — | ||
| CALVIN BURFORD | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TONY BURDETTE | Board President | — | ||
| HELEN BUFORD | Treasurer | — | ||
| JOY BURDETTE | Secretary | — | ||
| CALVIN BURFORD | Board Member | — |
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 30 points below the peer median (15 vs. 45).
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 22.2% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- 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.