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
47
Score
Governance
55
Score
Financial
40
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 | — | — | 10.0% | 47 | Fragile | Gov Risk | |
| 2022 | — | — | 3.9% | 54 | Fragile | Recovery | |
| 2021 | — | — | 19.4% | 39 | Financially Distressed | Decline Risk | |
| 2020 | — | — | 6.4% | 45 | Fragile | Recovery | |
| 2019 | — | — | 10.0% | 43 | Fragile | Gov Risk | |
| 2018 | — | — | 17.0% | 47 | Fragile | Decline Risk | |
| 2017 | — | — | — | 52 | Fragile | Stable Watch | |
| 2016 | — | — | 0.3% | 55 | Fragile | Recovery | |
| 2015 | — | — | — | 48 | Fragile | Decline Risk | |
| 2014 | — | — | — | 52 | Fragile | Recovery | |
| 2013 | — | — | — | 45 | Fragile | Decline Risk | |
| 2012 | — | — | — | 52 | Fragile | Recovery | |
| 2011 | — | — | — | 40 | Financially Distressed | Recovery | |
| 2010 | — | — | — | 34 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DON-SCOTT COOPER | Executive Director | 10.0% of Rev | ||
| BRENT BARRIERE | Board Member | — | ||
| JANET DALEY DUVAL | Board President | — | ||
| CENTRELL CYNTHIA ALFRED-EWELL | Board Member | — | ||
| PENNY BAUMER | Board Member | — | ||
| DORIAN BENNETT | Board Member | — | ||
| KATHLEEN EDMUNDSON | Secretary | — | ||
| JOEY BROWN | Board Member | — | ||
| JULIE LIVAUDAIS GEORGE | Board President | — | ||
| JUDITH Y OUDT | Board Member | — | ||
| ANNE REDD | Board Member | — | ||
| ELIZABETH BRYAN BRAGG | Board Member | — | ||
| SANDRA SHILSTONE | Board President | — | ||
| NED BENJAMIN | Treasurer | — | ||
| JAY BOURGEOIS | Board Member | — | ||
| KATHERINE GELDERMAN | Board Member | — | ||
| MARILEE HOVET | Board Member | — | ||
| MAMTA MELWANI | Board Member | — | ||
| HELEN YOUNG | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DON-SCOTT COOPER | Executive Director | 7.5% of Rev | ||
| KAYLEA HILL | Board Member | — | ||
| KATHLEEN VAN HORN | Board President | — | ||
| NED BENJAMIN | Secretary | — | ||
| BRENT BARRIERE | Board President | — | ||
| JANET DALEY DUVAL | Board President | — | ||
| BOB GETTYS | Treasurer | — | ||
| CENTRELL CYNTHIA ALFRED-EWELL | Board Member | — | ||
| PENNY BAUMER | Board Member | — | ||
| D BRENT WOOD | Board Member | — | ||
| DORIAN BENNETT | Board Member | — | ||
| KATHLEEN PARK EDMUNDSON | Board Member | — | ||
| JOEY BROWN | Board Member | — | ||
| JULIE LIVAUDAIS GEORGE | Board Member | — | ||
| JUDITH Y OUDT | Board Member | — | ||
| ANNE REDD | Board Member | — | ||
| JAY BOURGEOIS | Board Member | — | ||
| KATHERINE GELDERMAN | Board Member | — | ||
| SANDRA SHILSTONE | Board Member | — | ||
| ELIZABETH BRYAN BRAGG | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DON-SCOTT COOPER | Executive Director | 7.2% of Rev | ||
| JULIE LIVAUDAIS GEORGE | Board Member | — | ||
| JUDITH Y OUDT | Board Member | — | ||
| ANNE REDD | Board Member | — | ||
| JAY BOURGEOIS | Board Member | — | ||
| KATHERINE GELDERMAN | Board Member | — | ||
| SANDRA SHILSTONE | Board Member | — | ||
| KAYLEA HILL | Board Member | — | ||
| KATHLEEN VAN HORN | Board President | — | ||
| NED BENJAMIN | Secretary | — | ||
| BRENT BARRIERE | Board President | — | ||
| JANET DALEY DUVAL | Board President | — | ||
| BOB GETTYS | Treasurer | — | ||
| CENTRELL CYNTHIA ALFRED-EWELL | Board Member | — | ||
| PENNY BAUMER | Board Member | — | ||
| D BRENT WOOD | Board Member | — | ||
| DORIAN BENNETT | Board Member | — | ||
| KATHLEEN PARK EDMUNDSON | Board Member | — | ||
| JOEY BROWN | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DON-SCOTT COOPER | Executive Director | 5.8% of Rev | ||
| MAXWELL WILLIAMS | Artistic Director | 4.9% of Rev | ||
| KAYLEA HILL | Board Member | — | ||
| KATHLEEN VAN HORN | Board President | — | ||
| NED BENJAMIN | Secretary | — | ||
| DIANA BAJOIE | Board Member | — | ||
| BRENT BARRIERE | Board President | — | ||
| JANET DALEY DUVAL | Board President | — | ||
| BOB GETTYS | Treasurer | — | ||
| CENTRELL CYNTHIA ALFRED-EWELL | Board Member | — | ||
| PENNY BAUMER | Board Member | — | ||
| D BRENT WOOD | Board Member | — | ||
| DORIAN BENNETT | Board Member | — | ||
| KATHLEEN PARK EDMUNDSON | Board Member | — | ||
| JOEY BROWN | Board Member | — | ||
| RAND MASON | Board Member | — | ||
| JULIE LIVAUDAIS GEORGE | Board Member | — | ||
| JUDITH Y OUDT | Board Member | — | ||
| ANNE REDD | Board Member | — | ||
| MARK ROMIG | 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
40 / 100
weight 40%
Governance risk
55 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
47 / 100
Developing
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 50 other orgs in LA with NTEE prefix A6.
Most-divergent component: program score sits 27 points above the peer median (60 vs. 33).
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 10.0% sits within the sector's healthy band (18–22%).
What would change this score
No specific high-impact levers identified — this org's score is balanced across components.
Improving governance is a board decision. These are the levers.