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 | 5.1% | 64 | Governance-Stressed | Gov Risk | |
| 2023 | Hidden | Hidden | 6.3% | 61 | Governance-Stressed | Recovery | |
| 2022 | Hidden | Hidden | 21.6% | 50 | Governance-Stressed | Gov Risk | |
| 2021 | Hidden | Hidden | 10.4% | 62 | Governance-Stressed | Gov Risk | |
| 2020 | Hidden | Hidden | 14.7% | 65 | Governance-Stressed | Gov Risk | |
| 2019 | Hidden | Hidden | 8.1% | 72 | Fragile | Gov Risk | |
| 2018 | Hidden | Hidden | 7.5% | 72 | Fragile | Recovery | |
| 2017 | Hidden | Hidden | 20.0% | 58 | Critical Intervention Needed | Recovery | |
| 2016 | Hidden | Hidden | 21.6% | 57 | Governance-Stressed | Gov Risk | |
| 2015 | Hidden | Hidden | 14.4% | 66 | Fragile | Gov Risk | |
| 2014 | Hidden | Hidden | 11.3% | 70 | Fragile | Recovery | |
| 2013 | Hidden | Hidden | 11.5% | 64 | Governance-Stressed | Recovery | |
| 2012 | Hidden | Hidden | 15.1% | 60 | Fragile | Gov Risk | |
| 2011 | Hidden | Hidden | 11.8% | 70 | Fragile | Gov Risk |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOEL AALBERTS | EXECUTIVE DI | 1.4% of Rev | ||
| LAURA ACQUAVIVA | Executive Director | 0.8% of Rev | ||
| MATTHEW BONIFER | Treasurer | 0.4% of Rev | ||
| NANCY ZECKENDORF | Board President | — | ||
| KAREN DURKOVICH | Board President | — | ||
| ANDREW EISEMAN | VICE PRESIDE | — | ||
| LAWRENCE BECERRA | Treasurer | — | ||
| ALEX GIRARD | Secretary | — | ||
| ANNE BINGAMAN | Board Member | — | ||
| SARAH BROWN | Board Member | — | ||
| MARGIE DIAZ KINTZ | Board Member | — | ||
| MICHAEL ENGL | Board Member | — | ||
| MARIA GALE | Board Member | — | ||
| BUD HAMILTON | Board Member | — | ||
| BARBARA LENSSEN | Board Member | — | ||
| DR ROBERT MARTIN | Board Member | — | ||
| LILLIAN MONTOYA | Board Member | — | ||
| MICHAEL ROBBINS | Board Member | — | ||
| BUDDY ROYBAL | Board Member | — | ||
| GERALD STIEBEL | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOEL AALBERTS | Executive Director | 1.3% of Rev | ||
| LAURA ACQUAVIVA | Board Member | 0.7% of Rev | ||
| NANCY ZECKENDORF | Board President | — | ||
| JOE SCHEPPS | Treasurer | — | ||
| MICHAEL ENGL | Board President | — | ||
| KAREN DURKOVICH | Board President | — | ||
| ALEXIS GIRARD | Secretary | — | ||
| ANNE BINGAMAN | Board Member | — | ||
| JOANN BALZER | Board Member | — | ||
| SARAH BROWN | Board Member | — | ||
| LARRY DELGADO | Board Member | — | ||
| ANDREW EISEMAN | Board Member | — | ||
| PHILIP FRAHER | Board Member | — | ||
| MARIA GALE | Board Member | — | ||
| BUD HAMILTON | Board Member | — | ||
| DR ROBERT MARTIN | Board Member | — | ||
| SUSAN PALMER | Board Member | — | ||
| KATHIE REED | Board Member | — | ||
| GERALD STIEBEL | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Fewer than 3 peers found in NM for this NTEE subcategory; peer comparison would not be statistically meaningful.
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
Overall score has gone from 65 → 64 over 5 years (declining by 1 points).
What's driving this score
- Comp-to-revenue ratio of 5.1% sits within the sector's healthy band (18–22%).
- Aalberts, Joel holds 6 distinct authority roles, which creates concentration risk.
- Two consecutive years of deficit spending.
- Governance score is in the bottom quartile of the sector, typically driven by compensation concentration or related authority clustering.
- Long-term governance collapse: peak score was 50 in 2019; currently at 30 — the org has not recovered.
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).
- Stabilize program expenses or grow earned-income revenue to break the consecutive-deficit pattern (~8 points to financial score).
Improving governance is a board decision. These are the levers.