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
Governance Advisory
📋 Compliance Status
Overdue: 192 days
Institutional Epochs
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | 51 | Governance-Stressed | Gov Risk | |
| 2023 | Hidden | Hidden | — | 51 | Governance-Stressed | Gov Risk | |
| 2022 | Hidden | — | — | 55 | Governance-Stressed | Gov Risk | |
| 2021 | Hidden | — | — | 55 | Governance-Stressed | Recovery | |
| 2020 | Hidden | — | — | 49 | Governance-Stressed | Recovery | |
| 2019 | Hidden | — | — | 42 | Fragile | Recovery | |
| 2018 | Hidden | — | — | 38 | Fragile | Recovery | |
| 2017 | Hidden | Hidden | 5.7% | 35 | Critical Intervention Needed | Recovery | |
| 2016 | Hidden | Hidden | 10.6% | 34 | Critical Intervention Needed | Gov Risk | |
| 2015 | Hidden | Hidden | 10.6% | 38 | Fragile | Recovery | |
| 2014 | Hidden | Hidden | 10.6% | 34 | Critical Intervention Needed | Stable Watch | |
| 2013 | Hidden | Hidden | 11.5% | 34 | Critical Intervention Needed | Stable Watch | |
| 2012 | Hidden | Hidden | 11.3% | 34 | Critical Intervention Needed | Stable Watch | |
| 2011 | Hidden | Hidden | 14.1% | 34 | Critical Intervention Needed | Stable Watch | |
| 2010 | Hidden | Hidden | 10.3% | 34 | Critical Intervention Needed | Gov Risk | |
| 2009 | Hidden | Hidden | 10.6% | 38 | Critical Intervention Needed | Recovery | |
| 2008 | Hidden | Hidden | 24.3% | 26 | Critical Intervention Needed | Gov Risk |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Emily Fine | Treasurer | 1.2% of Rev | ||
| Jacque Wharton Moreno | Board President | 0.5% of Rev | ||
| Wendy Rubin | Board Member | 0.5% of Rev | ||
| Baylee Brown | Board President | — | ||
| Virginia Wilmerding | Treasurer | — | ||
| Jeremiah Moreno | Secretary | — | ||
| Judith Bennahum | Board Member | — | ||
| Russell Janis | Board Member | — | ||
| Julie Wray | Board Member | — | ||
| Renee Butler-Lewis | Board Member | — | ||
| Vince Haslam | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Sara Bonnell | Board President | — | ||
| Jenifer Kihm | Board President | — | ||
| Renee Butler-Lewis | Treasurer | — | ||
| Jeremiah Moreno | Secretary | — | ||
| Shelly Hinds Armstrong | Board Member | — | ||
| Judith Bennahum | Board Member | — | ||
| Diana Clanin | Board Member | — | ||
| Russell Janis | Board Member | — | ||
| Julie Wray | Board Member | — | ||
| Jacque Wharton Moreno | Board Member | — | ||
| Virginia Wilmerding | Executive Dir. | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SHELLY HINDS ARMSTRONG | Board Member | — | ||
| JUDITH BENNAHUM | Board Member | — | ||
| DIANA CLANIN | Board Member | — | ||
| RUSSELL JANIS | Board Member | — | ||
| JULIE WRAY | Board Member | — | ||
| VIRGINIA WILMERDING | Executive Director | — | ||
| SARA BONNELL | Board President | — | ||
| JENIFER KIHM | Board President | — | ||
| RENEE BUTLER-LEWIS | Treasurer | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 51 other orgs in NM with NTEE prefix A6.
Most-divergent component: program score sits 68 points above the peer median (100 vs. 32).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
What's driving this score
- Wilmerding, Ginny holds 5 distinct authority roles, which creates concentration risk.
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).
- Build cash reserves to at least 3 months of operating expenses — moves financial resilience score meaningfully (~10 points).
Improving governance is a board decision. These are the levers.