Steady State
Steady State
Market
Archetype
Mechanical
Natural
Tier
Priority Review
Trajectory Thumbprint
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.
The Stewardship
Institutional Health Scores
5-yr trend: Steady State ↑
Overall
44
Score
Governance
50
Score
Financial
30
Score
Program
60
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
Financial Era
Governance Era
Trajectory Era
Steady State
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 12.5% | 44 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 8.8% | 50 | Fragile | Recovery | |
| 2021 | — | — | 11.6% | 39 | Fragile | Recovery | |
| 2020 | — | — | 17.1% | 29 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 18.3% | 27 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 18.0% | 31 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | — | 31 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| NICOLE BELMONT | Executive Director | 12.5% of Rev | ||
| ALISON CHANEY | Board President | — | ||
| KATHY LEFFLER | Board President | — | ||
| ELLEN WESLEY | Treasurer | — | ||
| MARY FARRINGTON-LORCH | Secretary | — | ||
| CAROL JENNINGS | Board Member | — | ||
| CAROLINE LAWSON | Board Member | — | ||
| CHARLES OLDHAM | Board Member | — | ||
| GERALD SOWERS | Board Member | — | ||
| GREGG EWART | Board Member | — | ||
| JASON RAETZ | Board Member | — | ||
| JT TURNER | Board Member | — | ||
| LYNN RUBY | Board Member | — | ||
| PAOLA GALE | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| NICOLE BELMONT | Executive Director | 7.6% of Rev | ||
| LYNNE TRAVERSE | Board President | — | ||
| GREGG EWART | Board President | — | ||
| GERALD SOWERS | Treasurer | — | ||
| MARY FARRINGTON-LORCH | Secretary | — | ||
| ALISON CHANEY | Board Member | — | ||
| RICHARD GERIG | Board Member | — | ||
| KATHY LEFFLER | Board Member | — | ||
| LIES'L HILL | Board Member | — | ||
| JASON RAETZ | Board Member | — | ||
| CHARLES OLDHAM | Board Member | — | ||
| LYNN RUBY | Board Member | — | ||
| ELLEN WESLEY | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JEN ROGERS | Executive Director | 12.5% of Rev | ||
| LYNNE TRAVERSE | Board President | — | ||
| GREGG EWART | Board President | — | ||
| GERALD SOWERS | Treasurer | — | ||
| MARY FARRINGTON-LORCH | Secretary | — | ||
| ELAYNE ACHILLES | Board Member | — | ||
| CALEB FRENCH | Board Member | — | ||
| RICH GERIG | Board Member | — | ||
| KATHY LEFFLER | Board Member | — | ||
| NICOLE UNDERWOOD | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JEN ROGERS | Executive Director | 12.5% of Rev | ||
| LYNNE TRAVERSE | Board President | — | ||
| GREGG EWART | Board President | — | ||
| GERALD SOWERS | Treasurer | — | ||
| BYRON GARY GORMAN | Secretary | — | ||
| ELAYNE ACHILLES | Board Member | — | ||
| MARY FARRINGTON-LORCH | Board Member | — | ||
| CALEB FRENCH | Board Member | — | ||
| KATHY LEFFLER | Board Member | — | ||
| NICOLE UNDERWOOD | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
30 / 100
weight 40%
Governance risk
50 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
44 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 148 other orgs in AZ with NTEE prefix A6.
Most-divergent component: program score sits 28 points above the peer median (60 vs. 32).
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 12.5% 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:
- 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.