Steady State
Steady State
Market
Archetype
Mechanical
Natural
Tier
Developing
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
48
Score
Governance
25
Score
Financial
35
Score
Program
100
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Governance Advisory
📋 Compliance Status
State Annual Report
Status: OVERDUE
Overdue: 192 days
Overdue: 192 days
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 | Hidden | Hidden | 13.1% | 48 | Governance-Stressed | Recovery | |
| 2022 | Hidden | Hidden | 13.1% | 48 | Critical Intervention Needed | Gov Risk | |
| 2021 | Hidden | Hidden | 14.5% | 48 | Governance-Stressed | Gov Risk | |
| 2020 | Hidden | Hidden | 14.4% | 56 | Governance-Stressed | Recovery | |
| 2019 | Hidden | Hidden | 14.2% | 36 | Critical Intervention Needed | Gov Risk | |
| 2018 | Hidden | Hidden | 15.7% | 38 | Critical Intervention Needed | Decline Risk | |
| 2017 | Hidden | Hidden | 11.5% | 39 | Critical Intervention Needed | Decline Risk | |
| 2016 | Hidden | Hidden | 10.7% | 41 | Critical Intervention Needed | Recovery | |
| 2015 | Hidden | Hidden | 9.9% | 31 | Critical Intervention Needed | Gov Risk | |
| 2014 | Hidden | Hidden | 8.7% | 47 | Critical Intervention Needed | Recovery | |
| 2013 | Hidden | Hidden | 8.7% | 43 | Critical Intervention Needed | Recovery | |
| 2012 | Hidden | Hidden | 14.0% | 45 | Governance-Stressed | Recovery | |
| 2011 | Hidden | Hidden | 21.7% | 54 | Governance-Stressed | Recovery | |
| 2009 | Hidden | Hidden | — | 6 | Critical Intervention Needed | Gov Risk |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARIAN TANAU | Executive Director | 3.7% of Rev | ||
| MAUREEN BACA | Board President | — | ||
| DAVID W PETERSON | Secretary | — | ||
| KORY HOGGAN CPA | Treasurer | — | ||
| AL STOTTS | Board President | — | ||
| JOEL BACA | Board Member | — | ||
| RUTH BITSUI | Board Member | — | ||
| DAVID CAMPBELL | Board Member | — | ||
| THOMAS DOMME | Board Member | — | ||
| FRITZ EBERLE | Board Member | — | ||
| JEFFREY ROMERO | Board Member | — | ||
| EDWARD ROSE MD | Board Member | — | ||
| TERRENCE SLOAN | Board Member | — | ||
| TATIANA VETRINSKAYA | Board Member | — | ||
| RACHAEL SPEEGLE | Board Member | — | ||
| MICHAEL WALLACE | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARIAN TANAU | Executive Director | 3.0% of Rev | ||
| MAUREEN BACA | Board President | — | ||
| DAVID W PETERSON | Secretary | — | ||
| KORY HOGGAN CPA | Treasurer | — | ||
| AL STOTTS | Board President | — | ||
| JOEL BACA | Board Member | — | ||
| RUTH BITSUI | Board Member | — | ||
| DAVID CAMPBELL | Board Member | — | ||
| THOMAS DOMME | Board Member | — | ||
| FRITZ EBERLE | Board Member | — | ||
| JEFFREY ROMERO | Board Member | — | ||
| EDWARD ROSE MD | Board Member | — | ||
| TERRENCE SLOAN | Board Member | — | ||
| TATIANA VETRINSKAYA | Board Member | — | ||
| RACHAEL SPEEGLE | Board Member | — | ||
| MICHAEL WALLACE | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARIAN TANAU | Executive Director | 3.0% of Rev | ||
| MAUREEN BACA | Board President | — | ||
| JOEL BACA | Board Member | — | ||
| TOM DOMME JD | Board Member | — | ||
| FRITZ EBERLE | Board Member | — | ||
| KORY HOGGAN CPA | Treasurer | — | ||
| ANNE MCKINNEY | Board Member | — | ||
| DAVID W PETERSON | Secretary | — | ||
| ED ROSE MD | Board Member | — | ||
| JEFFERY ROMERO | Board Member | — | ||
| TERRY SLOANE MD | Board Member | — | ||
| RACHAEL SPEEGLERN | Board Member | — | ||
| AL STOTTS | Board Member | — | ||
| ANTHONY TRUJILLO | Board President | — | ||
| MICHAEL WALLACE | Board Member | — | ||
| JAMES DEVON HYDE | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARIAN TANAU | Executive Director | 3.4% of Rev | ||
| MAUREEN BACA | Board President | — | ||
| JOEL BACA | Board Member | — | ||
| TOM DOMME JD | Board Member | — | ||
| FRITZ EBERLE | Board Member | — | ||
| KORY HOGGAN CPA | Treasurer | — | ||
| ANNE MCKINNEY | Board Member | — | ||
| DAVID W PETERSON | Secretary | — | ||
| ED ROSE MD | Board Member | — | ||
| JEFFERY ROMERO | Board Member | — | ||
| TERRY SLOANE MD | Board Member | — | ||
| RACHAEL SPEEGLERN | Board Member | — | ||
| AL STOTTS | Board Member | — | ||
| ANTHONY TRUJILLO | Board President | — | ||
| MICHAEL WALLACE | 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
35 / 100
weight 40%
Governance risk
25 / 100
weight 40%
Program scale
100 / 100
weight 20%
Overall
48 / 100
Developing
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 84 other orgs in NM with NTEE prefix A6.
Most-divergent component: program score sits 68 points above the peer median (100 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 13.1% sits within the sector's healthy band (18–22%).
- MARIAN TANAU holds 6 distinct authority roles, which creates concentration risk.
- Governance score is in the bottom quartile of the sector, typically driven by compensation concentration or related authority clustering.
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.