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 |
|---|---|---|---|---|---|---|---|
| 2023 | — | — | 26.9% | 41 | Governance-Stressed | Gov Risk | |
| 2022 | — | — | 28.9% | 41 | Governance-Stressed | Gov Risk | |
| 2021 | — | — | 58.8% | 44 | Governance-Stressed | Gov Risk | |
| 2020 | — | — | — | 54 | Fragile | Recovery | |
| 2019 | — | — | — | 55 | Fragile | Stable Watch | |
| 2018 | — | — | — | 41 | Fragile | Recovery | |
| 2017 | — | — | — | 41 | Fragile | Decline Risk | |
| 2016 | — | — | — | 45 | Fragile | Stable Watch | |
| 2015 | — | — | — | 45 | Fragile | Stable Watch | |
| 2014 | — | — | — | 49 | Fragile | Decline Risk | |
| 2013 | — | — | — | 57 | Fragile | Decline Risk | |
| 2012 | — | — | — | 65 | Stable | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARY ANNA SALO-THRU 12022 | Executive Dir. | 14.0% of Rev | ||
| meredith camp | Treasurer | — | ||
| greg hustis | Board President | — | ||
| meredith camp | Treasurer | — | ||
| ARTHUR BOLLON | Board Member | — | ||
| AARON BOYD | Board Member | — | ||
| ONEIDA CRAMER | Secretary | — | ||
| ROBIN KOREVAAR | Board Member | — | ||
| NANCY LUBAR | Board Member | — | ||
| MARK PERKINS | Board Member | — | ||
| MARILYN ROARK | Board Member | — | ||
| JAMES SCOTT | Board President | — | ||
| LINDA SMITH | Board Member | — | ||
| REGAN SMITH | Board President | — | ||
| TYSON WANJURA | Board Member | — | ||
| DIANA WONG | Board Member | — | ||
| JOHN BATCHELDER-FROM 12022 | Executive Dir. | — |
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: financial score sits 19 points above the peer median (50 vs. 31).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
Overall score has gone from 55 → 41 over 5 years (declining by 14 points). A multi-year directional move of this magnitude is a signal worth investigating.
What's driving this score
- Comp-to-revenue ratio of 26.9% 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 26.9% to under 22% of revenue — would move governance score by ~10 points.
Improving governance is a board decision. These are the levers.