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
50
Score
Governance
43
Score
Financial
35
Score
Program
85
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
2025
Financial Era
Governance Era
Trajectory Era
Steady State
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | 0.4% | 50 | Fragile | Gov Risk | |
| 2024 | Hidden | Hidden | 0.1% | 47 | Fragile | Recovery | |
| 2023 | Hidden | Hidden | — | 48 | Fragile | Gov Risk | |
| 2022 | Hidden | — | — | 48 | Fragile | Gov Risk | |
| 2021 | Hidden | — | — | 44 | Critical Intervention Needed | Decline Risk | |
| 2020 | Hidden | — | — | 48 | Governance-Stressed | Recovery | |
| 2019 | Hidden | — | — | 42 | Critical Intervention Needed | Decline Risk | |
| 2018 | Hidden | — | — | 48 | Fragile | Gov Risk | |
| 2017 | Hidden | Hidden | 2.7% | 47 | Fragile | Recovery | |
| 2016 | Hidden | Hidden | 1.5% | 39 | Critical Intervention Needed | Recovery | |
| 2015 | Hidden | Hidden | 8.3% | 38 | Critical Intervention Needed | Decline Risk | |
| 2014 | Hidden | Hidden | 4.3% | 41 | Critical Intervention Needed | Recovery | |
| 2013 | Hidden | Hidden | 9.1% | 36 | Critical Intervention Needed | Gov Risk | |
| 2012 | Hidden | Hidden | 7.1% | 46 | Fragile | Gov Risk | |
| 2011 | Hidden | Hidden | 0.6% | 50 | Fragile | Recovery | |
| 2009 | Hidden | — | — | 9 | Critical Intervention Needed | Gov Risk |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PATRICIA DICKINSON WELLS | EXECUTIVE DI | 0.4% of Rev | ||
| LOUIS GIANNINI | Board Member | 0.3% of Rev | ||
| EDWARD K MEREWETHER | Board President | — | ||
| LINDA SEDILLO GONZALES | Treasurer | — | ||
| VALERIE GARCIA | Secretary | — | ||
| CYNTHIA HALL | Board Member | — | ||
| CORALEE QUINTANA | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PATRICIA DICKINSON WELLS | Board Member | 7.6% of Rev | ||
| EVA RIOS ORNELAS | Secretary | 0.4% of Rev | ||
| EDWARD K MEREWETHER | EXECUTIVE PR | — | ||
| LINDA M SEDILLO GONZALES | Treasurer | — | ||
| LOUIS GIANNINI | Board Member | — | ||
| CYNTHIA HALL | Board Member | — | ||
| CORALEE QUINTANA | Board Member | — | ||
| VALERIE GARCIA | Board Member | — | ||
| DOUGLAS STEWART | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PATRICIA DICKINSON WELLS | Board Member | 7.2% of Rev | ||
| EVA RIOS ORNELAS | Secretary | 0.7% of Rev | ||
| EDWARD K MEREWETHER | Board President | — | ||
| LOUIS GIANNINI | Board Member | — | ||
| CYNTHIA HALL | Board Member | — | ||
| CORALEE QUINTANA | Board Member | — | ||
| VALERIE HARRIS | Board Member | — | ||
| DOUGLAS STEWART | Board Member | — | ||
| LINDA M SEDILLO GONZALES | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PATRICIA DICKINSON WELLS | Board Member | 5.7% of Rev | ||
| EVA RIOS ORNELAS | Secretary | 0.5% of Rev | ||
| EDWARD K MEREWETHER | Board President | — | ||
| LOUIS GIANNINI | Board Member | — | ||
| CYNTHIA HALL | Board Member | — | ||
| CORALEE QUINTANA | Board Member | — | ||
| VALERIE GARCIA HARRIS | Board Member | — | ||
| LINDA M SEDILLO GONZALES | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PATRICIA DICKINSON WELLS | Board Member | 2.8% of Rev | ||
| EVA RIOS ORNELAS | Secretary | 0.5% of Rev | ||
| EDWARD K MEREWETHER | Board President | — | ||
| LOUIS GIANNINI | Board Member | — | ||
| CYNTHIA HALL | Board Member | — | ||
| CORALEE QUINTANA | Board Member | — | ||
| VALERIE GARCIA HARRIS | Board Member | — | ||
| LINDA M SEDILLO | Treasurer | — |
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
43 / 100
weight 40%
Program scale
85 / 100
weight 20%
Overall
50 / 100
Developing
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 51 other orgs in NM with NTEE prefix A6.
Most-divergent component: program score sits 53 points above the peer median (85 vs. 32).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
Overall score has gone from 44 → 50 over 5 years (improving by 6 points).
What's driving this score
- Comp-to-revenue ratio of 0.4% sits within the sector's healthy band (18–22%).
- Dickinson, Patricia holds 5 distinct authority roles, which creates concentration risk.
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.