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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | 19.1% | 47 | Fragile | Stable Watch | |
| 2023 | — | — | 15.3% | 47 | Fragile | Stable Watch | |
| 2022 | — | — | 12.7% | 49 | Fragile | Decline Risk | |
| 2021 | — | — | 8.6% | 54 | Fragile | Recovery | |
| 2020 | — | — | 17.6% | 29 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 16.5% | 33 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 17.1% | 29 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 19.2% | 27 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 11.9% | 35 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 18.4% | 26 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 19.9% | 29 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 12.5% | 35 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 47 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| STEPHEN BEECHER | Board Member | — | ||
| MELISSA CRIPPS | Treasurer | — | ||
| ERIC HOLM | Board Member | — | ||
| MIKE PADILLA | Board Member | — | ||
| JILL BISHOP | Board Member | — | ||
| LINUS LERNER | Board President | — | ||
| TIM SECOMB | Board President | — | ||
| NANCY ANDERSON | Board Member | — | ||
| DORIS MEDLICOTT | Board Member | — | ||
| TODD WIENER | Board President | — | ||
| TIM LIU | Treasurer | — | ||
| JENNIFER SCHNEIDER | Board Member | — | ||
| PAULA KLEIN | Board Member | — | ||
| DEANNA SCHROER | PARLIAMENTARIAN | — | ||
| MARK NELSON | Board Member | — | ||
| PEGGY ANDERSON | Secretary | — | ||
| GABE BARREDA | OPERATIONS MANAGER | — | ||
| MINDI ACOSTA | GENERAL MANAGER | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LINUS LERNER | Board President | 15.7% of Rev | ||
| TODD WEINER | Board Member | — | ||
| MARK NELSON | Board Member | — | ||
| NANCY ANDERSON | Board Member | — | ||
| CHARLES HICKS | Board Member | — | ||
| LORELEI CONRAD | Board Member | — | ||
| SHERRY JAMESON | Board President | — | ||
| TIM SECOMB | Board President | — | ||
| DORIS MEDLICOTT | Secretary | — | ||
| TIM LIU | Treasurer | — | ||
| JENNIFER SCHNEIDER | Board Member | — | ||
| DEANNA SCHROER | PARLIAMENTARIAN | — | ||
| PAULA KLEIN | Board Member | — | ||
| LUCY HUESTIS | Board Member | — | ||
| RUTH KURTIS | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LINUS LERNER | Board President | 18.7% of Rev | ||
| RUTH KURTIS | Board Member | — | ||
| PAULA KLEIN | Board Member | — | ||
| JENNIFER SCHNEIDER | Board Member | — | ||
| MARK NELSON | Board Member | — | ||
| DEANNA SCHROER | Board Member | — | ||
| LUCY HUESTIS | Board Member | — | ||
| GRETCHEN GOSWICK | Board Member | — | ||
| LORELEI CONRAD | Board Member | — | ||
| CHARLES HICKS | Board Member | — | ||
| SUSAN WALKER | Board Member | — | ||
| SHERRY JAMESON | Board President | — | ||
| TIM SECOMB | Board President | — | ||
| DORIS MEDLICOTT | Secretary | — | ||
| NANCY ANDERSON | Treasurer | — |
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: 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.
What's driving this score
- Comp-to-revenue ratio of 19.1% sits within the sector's healthy band (18–22%).
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.