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 | Hidden | Hidden | 20.2% | 34 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | — | 25 | Critical Intervention Needed | Recovery | |
| 2021 | Hidden | Hidden | 45.5% | 36 | Governance-Stressed | Gov Risk | |
| 2020 | — | — | — | 39 | Fragile | Recovery | |
| 2019 | — | — | 15.6% | 35 | Financially Distressed | Recovery | |
| 2018 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 37 | Financially Distressed | Stable Watch | |
| 2016 | — | — | — | 37 | Financially Distressed | Recovery | |
| 2015 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 53 | Fragile | Recovery | |
| 2013 | — | — | — | 26 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 26 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 26 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| William Curt Thompson | Board President | 14.5% of Rev | ||
| Brant Taylor | Board Member | 2.4% of Rev | ||
| Stephen Rose | Board Member | 1.6% of Rev | ||
| Glenn Garoon | Treasurer | — | ||
| Anne Mattern | Secretary | — | ||
| Kristen Docter | Board Member | — | ||
| Jane Schlansker | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| William Curt Thompson | Board President | 15.4% of Rev | ||
| Brant Taylor | Board Member | 3.1% of Rev | ||
| Stephen Rose | Board Member | 1.7% of Rev | ||
| Anne Mattern | Secretary | — | ||
| Kristen Docter | Board Member | — | ||
| Jane Schlansker | Board Member | — | ||
| Glenn Garoon | Treasurer | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| William Curt Thompson | Board President | 10.2% of Rev | ||
| Brant Taylor | Board Member | 4.5% of Rev | ||
| Stephen Rose | Board Member | 1.8% of Rev | ||
| Glenn Garoon | Treasurer | — | ||
| Anne Mattern | Secretary | — | ||
| Kristen Docter | Board Member | — | ||
| Jane Schlansker | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| William Curt Thompson | Board President | 8.8% of Rev | ||
| Brant Taylor | Board Member | 1.1% of Rev | ||
| Glenn Garson | Treasurer | — | ||
| Anne Mattern | Secretary | — | ||
| Stephen Rose | Board Member | — | ||
| Kristen Docter | Board Member | — | ||
| Jane Schlansker | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 132 other orgs in TX with NTEE prefix A6.
Most-divergent component: governance score sits 5 points below the peer median (45 vs. 50).
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 20.2% 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.