Steady State
Steady State
Market
Archetype
Mechanical
Natural
Tier
Stable
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
61
Score
Governance
27
Score
Financial
80
Score
Program
80
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
2025
Financial Era
Governance Era
Trajectory Era
Steady State
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | 9.6% | 61 | Governance-Stressed | Gov Risk | |
| 2023 | Hidden | Hidden | 8.9% | 61 | Governance-Stressed | Recovery | |
| 2022 | Hidden | Hidden | 28.5% | 45 | Governance-Stressed | Recovery | |
| 2021 | Hidden | Hidden | 18.1% | 44 | Governance-Stressed | Gov Risk | |
| 2020 | Hidden | Hidden | 12.4% | 51 | Governance-Stressed | Gov Risk | |
| 2019 | Hidden | Hidden | 8.9% | 59 | Governance-Stressed | Recovery | |
| 2018 | Hidden | Hidden | 13.2% | 53 | Governance-Stressed | Recovery | |
| 2017 | Hidden | Hidden | 24.8% | 44 | Governance-Stressed | Gov Risk | |
| 2016 | Hidden | Hidden | 11.0% | 50 | Governance-Stressed | Gov Risk | |
| 2015 | Hidden | Hidden | 11.7% | 52 | Governance-Stressed | Gov Risk | |
| 2014 | Hidden | Hidden | 11.9% | 52 | Governance-Stressed | Recovery | |
| 2013 | Hidden | Hidden | 12.7% | 48 | Governance-Stressed | Recovery | |
| 2012 | Hidden | Hidden | 12.7% | 48 | Governance-Stressed | Recovery | |
| 2011 | Hidden | Hidden | 14.3% | 46 | Governance-Stressed | Gov Risk | |
| 2010 | Hidden | Hidden | 11.6% | 48 | Governance-Stressed | Gov Risk |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | 11.0% of Rev | ||
| Chelsea Reidy | Executive Dir. | 8.1% of Rev | ||
| Chelsea Reidy | Executive Dir. | 2.9% of Rev | ||
| Trisha Fong | Board President | — | ||
| Mary Hunzicker Dunn | Board President | — | ||
| John Hamilton | Board Member | — | ||
| Kandace Nachtrab | Secretary | — | ||
| Laurie Medley | Board Member | — | ||
| Rome Chelsi | Board Member | — | ||
| Genevieve Oswald | Board Member | — | ||
| Trisha Fong | Board President | — | ||
| Mary Domito | Board Member | — | ||
| Mary Hunzicker Dunn | Board President | — | ||
| Louis Salerno | Board Member | — | ||
| John Hamilton | Board Member | — | ||
| Sarah Hart | Board Member | — | ||
| Kandace Nachtrab | Secretary | — | ||
| Alford Johnson | Treasurer | — | ||
| Laurie Medley | Board Member | — | ||
| Max Moulton | Board Member | — | ||
| Rome Chelsi | Board Member | — | ||
| Jennifer Mooney | Board Member | — | ||
| Genevieve Oswald | Board Member | — | ||
| Christine Riveles | Board Member | — | ||
| Mary Domito | Board Member | — | ||
| Dante Bliss-Grayson | Board Member | — | ||
| Louis Salerno | Board Member | — | ||
| Sarah Hart | Board Member | — | ||
| Alford Johnson | Treasurer | — | ||
| Max Moulton | Board Member | — | ||
| Jennifer Mooney | Board Member | — | ||
| Christine Riveles | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | 10.6% of Rev | ||
| Colette Speer | Executive Dir. | 8.6% of Rev | ||
| XML Data Pending | Top Officer (Est.) | 3.4% of Rev | ||
| Trisha Fong | Board President | — | ||
| Mary Hunzicker Dunn | Board President | — | ||
| John Hamilton | Treasurer | — | ||
| Kandace Nachtrab | Secretary | — | ||
| Rome Chelsi | Board Member | — | ||
| James Day | Board Member | — | ||
| Mary Domito | Board Member | — | ||
| Carolyn Haddock | Board Member | — | ||
| Sarah Hart | Board Member | — | ||
| Alford Johnson | Board Member | — | ||
| Max Moulton | Board Member | — | ||
| Jennifer Mooney | Board Member | — | ||
| Christine Riveles | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| COLETTE SPEER | Executive Director | 8.3% of Rev | ||
| COLETTE SPEER | Executive Director | 8.3% of Rev | ||
| XML Data Pending | Top Officer (Est.) | 7.6% of Rev | ||
| KANDACE NACHTRAB | Board President | — | ||
| JAMES DAY | Board Member | — | ||
| JOHN HAMILTON | Treasurer | — | ||
| ALFORD ANDYJOHNSON | Board Member | — | ||
| CHRISTIANE RIVELES | Board Member | — | ||
| STEVE TURNER | Board Member | — | ||
| HOLLY AZZARI | Secretary | — | ||
| ROME CHELSI | Board Member | — | ||
| TRISHA FONG | Board President | — | ||
| MARY HUNZICKER DUNN | Board Member | — | ||
| MARY DOMITO | Board Member | — | ||
| SARAH HART | Board Member | — | ||
| CAROLYN HADDOCK | Board Member | — | ||
| KANDACE NACHTRAB | Board President | — | ||
| JAMES DAY | Board Member | — | ||
| JOHN HAMILTON | Treasurer | — | ||
| ALFORD ANDYJOHNSON | Board Member | — | ||
| CHRISTIANE RIVELES | Board Member | — | ||
| STEVE TURNER | Board Member | — | ||
| HOLLY AZZARI | Secretary | — | ||
| ROME CHELSI | Board Member | — | ||
| TRISHA FONG | Board President | — | ||
| MARY HUNZICKER DUNN | Board Member | — | ||
| MARY DOMITO | Board Member | — | ||
| SARAH HART | Board Member | — | ||
| CAROLYN HADDOCK | Board Member | — |
Tax year 2020
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | 10.6% of Rev |
Tax year 2019
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | 7.2% of Rev |
Tax year 2018
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | 6.6% of Rev |
Tax year 2017
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | 6.4% of Rev |
Tax year 2016
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | 6.7% of Rev |
Tax year 2015
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | 6.6% of Rev |
Tax year 2014
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | 6.2% of Rev |
Tax year 2013
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | 6.2% of Rev |
Tax year 2012
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | 5.5% of Rev |
Tax year 2011
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | 5.7% of Rev |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
80 / 100
weight 40%
Governance risk
27 / 100
weight 40%
Program scale
80 / 100
weight 20%
Overall
61 / 100
Stable
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 52 other orgs in NM with NTEE prefix A6.
Most-divergent component: program score sits 47 points above the peer median (80 vs. 33).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
Overall score has gone from 51 → 61 over 5 years (improving by 10 points). A multi-year directional move of this magnitude is a signal worth investigating.
What's driving this score
- Comp-to-revenue ratio of 9.6% sits within the sector's healthy band (18–22%).
- Reidy, Chelsea holds 6 distinct authority roles, which creates concentration risk.
- Governance score is in the bottom quartile of the sector, typically driven by compensation concentration or related authority clustering.
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).
Improving governance is a board decision. These are the levers.