Steady State
Steady State
Market
Archetype
Mechanical
Natural
Tier
Priority Review
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
32
Score
Governance
42
Score
Financial
15
Score
Program
45
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
Financial Era
Governance Era
Trajectory Era
Steady State
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 29.7% | 32 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 29.4% | 38 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 41.4% | 36 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 32.7% | 42 | Fragile | Gov Risk | |
| 2019 | — | — | 34.2% | 42 | Fragile | Gov Risk | |
| 2018 | — | — | 25.1% | 50 | Governance-Stressed | Gov Risk | |
| 2017 | — | — | 14.2% | 52 | Fragile | Recovery | |
| 2016 | — | — | 20.0% | 51 | Fragile | Recovery | |
| 2015 | — | — | 44.9% | 38 | Governance-Stressed | Gov Risk | |
| 2014 | — | — | 33.3% | 42 | Governance-Stressed | Recovery | |
| 2013 | — | — | 30.3% | 36 | Fragile | Recovery | |
| 2012 | — | — | 30.1% | 28 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 38.2% | 28 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| EVELYN IOCOLANO | Executive Director | Hidden | ||
| CHRIS ARONSON | Board Member | — | ||
| CAROLYN BLACKWOOD | Board Member | — | ||
| DANIEL M CROWN | Board Member | — | ||
| ANNE HATHAWAY | Board Member | — | ||
| RYAN JOHNSTON | Board Member | — | ||
| JACK KLINE | Board Member | — | ||
| DAVID ROBINSON | Board Member | — | ||
| ALESSANDRO F UZIELLI | Board Member | — | ||
| DAN FELLMAN JAN 2024-MAR 2024 | Board Member | — | ||
| ANDREW LEIGH | Board Member | — | ||
| JIM ORR JAN 2024-NOV 2024 | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| EVELYN IOCOLANO | Executive Director | Hidden | ||
| CHRIS ARONSON | Board Member | — | ||
| CAROLYN BLACKWOOD | Board Member | — | ||
| DANIEL M CROWN | Board Member | — | ||
| ANNE HATHAWAY | Board Member | — | ||
| RYAN JOHNSTON | Board Member | — | ||
| JACK KLINE | Board Member | — | ||
| DAVID ROBINSON | Board Member | — | ||
| ALESSANDRO F UZIELLI | Board Member | — | ||
| DAN FELLMAN | Board Member | — | ||
| ANDREW LEIGH | Board Member | — | ||
| JIM ORR | Board Member | — | ||
| ELIZABETH GABLER | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| EVELYN IOCOLANO | Executive Director | Hidden | ||
| CHRIS ARONSON | Board Member | — | ||
| CAROLYN BLACKWOOD | Board Member | — | ||
| DANIEL M CROWN | Board Member | — | ||
| ANNE HATHAWAY | Board Member | — | ||
| RYAN JOHNSTON | Board Member | — | ||
| JACK KLINE | Board Member | — | ||
| DAVID ROBINSON | Board Member | — | ||
| ALESSANDRO F UZIELLI | Board Member | — | ||
| DAN FELLMAN | Board Member | — | ||
| ELIZABETH GABLER | Board Member | — | ||
| ANDREW LEIGH | Board Member | — | ||
| ARI LEVIN | Board Member | — | ||
| TOMMY OLIVER | Board Member | — | ||
| JIM ORR | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
15 / 100
weight 40%
Governance risk
42 / 100
weight 40%
Program scale
45 / 100
weight 20%
Overall
32 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Fewer than 3 peers found in CA 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.
What's driving this score
- Comp-to-revenue ratio of 29.7% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- 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 29.7% to under 22% of revenue — would move governance score by ~15 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.