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 | — | — | 35.7% | 34 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 27.7% | 42 | Governance-Stressed | Recovery | |
| 2021 | — | — | 38.2% | 32 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 39.6% | 40 | Governance-Stressed | Gov Risk | |
| 2019 | — | — | 34.7% | 42 | Governance-Stressed | Recovery | |
| 2018 | — | — | 31.7% | 38 | Governance-Stressed | Gov Risk | |
| 2017 | — | — | 31.7% | 38 | Governance-Stressed | Recovery | |
| 2016 | — | — | 31.5% | 36 | Governance-Stressed | Recovery | |
| 2015 | — | — | 29.8% | 28 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 27.7% | 29 | Critical Intervention Needed | Gov Risk | |
| 2013 | — | — | 43.5% | 26 | Critical Intervention Needed | Gov Risk | |
| 2012 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | 23.8% | 33 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LARRY CESSPOOCH | Board Member | — | ||
| KATHLEEN CHRISTY | Board Member | — | ||
| EFREN CORADO GARCIA | Board Member | — | ||
| AMOS N GUIORA | Board Member | — | ||
| DAVID LITVACK | Board Member | — | ||
| RUSSELL Y MINAS | Board President | — | ||
| BRIAN F PATRICK | Board Member | — | ||
| DAVID BADDLEY PHD | Board Member | — | ||
| NATALYA RAPOPORT | Board Member | — | ||
| LESLIE KELEN | EXECUTIVE DI | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LESLIE KELEN | EXECUTIVE DI | 35.7% of Rev | ||
| LARRY CESSPOOCH | Board Member | — | ||
| KATHLEEN CHRISTY | Board Member | — | ||
| AMOS N GUIORA | Board Member | — | ||
| DAVID LITVACK | Board Member | — | ||
| RUSSELL Y MINAS | Board President | — | ||
| BRIAN F PATRICK | Board Member | — | ||
| DAVID BADDLEY PHD | Board Member | — | ||
| NATALYA RAPOPORT | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LESLIE KELEN | EXECUTIVE DI | 35.7% of Rev | ||
| LESLIE KELEN | EXECUTIVE DI | 35.7% of Rev | ||
| LARRY CESSPOOCH | Board Member | — | ||
| KATHLEEN CHRISTY | Board Member | — | ||
| AMOS N GUIORA | Board Member | — | ||
| RUSSELL Y MINAS | Board President | — | ||
| BRITTNEY R NYSTROM | Board Member | — | ||
| BRIAN F PATRICK | Board Member | — | ||
| DAVID BADDLEY PHD | Board Member | — | ||
| NATALYA RAPOPORT | Board Member | — | ||
| LARRY CESSPOOCH | Board Member | — | ||
| KATHLEEN CHRISTY | Board Member | — | ||
| AMOS N GUIORA | Board Member | — | ||
| RUSSELL Y MINAS | Board President | — | ||
| BRITTNEY R NYSTROM | Board Member | — | ||
| BRIAN F PATRICK | Board Member | — | ||
| DAVID BADDLEY PHD | Board Member | — | ||
| NATALYA RAPOPORT | 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 UT 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 42 → 34 over 5 years (declining by 8 points).
What's driving this score
- Comp-to-revenue ratio of 35.7% is above the 90th percentile for orgs of this size (healthy band: 18–22%).
- 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:
- Reduce top-officer compensation from 35.7% to under 22% of revenue — would move governance score by ~27 points.
- 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.