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 |
|---|---|---|---|---|---|---|---|
| 2020 | — | — | 22.3% | 26 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | — | 36 | Fragile | Recovery | |
| 2018 | — | — | 42.4% | 30 | Critical Intervention Needed | Gov Risk | |
| 2017 | — | — | 26.2% | 30 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 53.3% | 13 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 53.4% | 17 | Critical Intervention Needed | Gov Risk | |
| 2013 | — | — | 30.2% | 28 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 30.3% | 24 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 33.2% | 20 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| WILLIAM BOWEN | KEY EMPLOYEE | 15.0% of Rev | ||
| CALEB KING | KEY EMPLOYEE | 4.8% of Rev | ||
| ERIN SMITH | KEY EMPLOYEE | 1.7% of Rev | ||
| JILL ALICE MAY | KEY EMPLOYEE | 0.9% of Rev | ||
| MICHELLE HARRISON | Treasurer | — | ||
| ROGER KING | Board President | — | ||
| MAY SULLIVAN | Board Member | — | ||
| RANDY SULLIVAN | Board Member | — | ||
| TANNER HUNSAKER | Board President | — | ||
| DIANA MONTGOMERY | Secretary | — | ||
| FREDDY RIOS | Board Member | — | ||
| TOM FOSTER | Board Member | — | ||
| GUILLERMO THOMAS | Board Member | — | ||
| MAY SUILLVAN | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 119 other orgs in AZ with NTEE prefix A6.
Most-divergent component: program score sits 17 points below the peer median (15 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 13 → 26 over 5 years (improving by 13 points). A multi-year directional move of this magnitude is a signal worth investigating.
What's driving this score
- Comp-to-revenue ratio of 22.3% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- 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.