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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 23.8% | 43 | Fragile | Gov Risk | |
| 2022 | — | — | 21.5% | 43 | Fragile | Recovery | |
| 2021 | — | — | 26.1% | 44 | Governance-Stressed | Gov Risk | |
| 2020 | — | — | 22.1% | 47 | Fragile | Gov Risk | |
| 2019 | — | — | 24.2% | 47 | Fragile | Gov Risk | |
| 2018 | — | — | — | 53 | Fragile | Recovery | |
| 2017 | — | — | — | 49 | Fragile | Stable Watch | |
| 2016 | — | — | — | 45 | Fragile | Stable Watch | |
| 2015 | — | — | — | 49 | Fragile | Stable Watch | |
| 2014 | — | — | — | 45 | Fragile | Stable Watch | |
| 2013 | — | — | — | 45 | Fragile | Recovery | |
| 2012 | — | — | — | 41 | Fragile | Stable Watch | |
| 2011 | — | — | — | 41 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JUDY COPELAND 063023-063024 | Executive Director | 23.8% of Rev | ||
| GARY FAULKNER | Board President | — | ||
| LEIGH NIXON | Board President | — | ||
| DAVID DARLAND | Treasurer | — | ||
| SAUL ZALESCH | Secretary | — | ||
| SHEILA BORDELON | Board Member | — | ||
| MATT BOURQUE | Board Member | — | ||
| JOHN COLE | Board Member | — | ||
| RANDY GRAHAM | Board Member | — | ||
| KAY WALKER | Board Member | — | ||
| NIKAYLA WILLAERT | Board Member | — | ||
| ELIZABETH ENGLISH | Board Member | — | ||
| JONATHON NEAL | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TRAVIS FONTENOT | Executive Director | 16.5% of Rev | ||
| LARRY JARRELL | Board President | — | ||
| LINDA GRAHAM | Board President | — | ||
| DAVID DARLAND | Treasurer | — | ||
| ELIZABETH ENGLISH | Secretary | — | ||
| KAREN BENNETT | Board Member | — | ||
| MATT BOURQUE | Board Member | — | ||
| FRANK BENNETT | Board Member | — | ||
| CHERRIE SCIRO | Board Member | — | ||
| VIRGINIA TEMPLE | Board Member | — | ||
| MATT WINKELPLECK | Board Member | — | ||
| GARY FAULKNER | Board Member | — | ||
| MIKE LEBLANC | Board Member | — | ||
| MARY ANNE WOODS | Board Member | — | ||
| AMY STEGALL | Board Member | — | ||
| SAUL ZALESCH | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TRAVIS FONTENOT | Board Member | 17.2% of Rev | ||
| LARRY JARRELL | Board President | — | ||
| LAURA HUNT MILLER | SOCIAL MEDIA | — | ||
| DAVID DARLAND | Treasurer | — | ||
| MATT BOURQUE | Board Member | — | ||
| KAREN BENNETT | Board Member | — | ||
| ELIZABETH ENGLISH | Secretary | — | ||
| JUSTIN HINCKLEY | Board Member | — | ||
| FRANK BENNETT | Board Member | — | ||
| CHERRIE SCIRO | Board Member | — | ||
| VIRGINIA TEMPLE | Board Member | — | ||
| MATT WINKELPLECK | Board Member | — | ||
| GARY FAULKNER | Board Member | — | ||
| MIKE LEBLANC | Board Member | — | ||
| LINDA GRAHAM | Board President | — | ||
| MARY ANNE WOODS | Board Member | — | ||
| SAUL ZALESCH | Board Member | — | ||
| AMY STEGALL | Board Member | — | ||
| ANGIE BISCOMB | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 53 other orgs in LA with NTEE prefix A5.
Most-divergent component: governance score sits 37 points below the peer median (45 vs. 82).
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 23.8% is modestly above the sector's healthy band (18–22%) — worth monitoring.
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).
- Reduce top-officer compensation from 23.8% to under 22% of revenue — would move governance score by ~5 points.
Improving governance is a board decision. These are the levers.