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 | — | |
| 2019 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | — | 43 | Fragile | Recovery | |
| 2016 | — | — | — | 39 | Fragile | Recovery | |
| 2013 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 37 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BYRON HERRINGTON | Board Member | 27.5% of Rev | ||
| JASON PARRIS | Board President | — | ||
| WALTER GERSTLE | Treasurer | — | ||
| WENDY CIESLAK | PRINCIPAL LIBRARIAN | — | ||
| RICK KENNEDY | ASSET MANAGER | — | ||
| KAREN SCHINDWOLF | Secretary | — | ||
| SHERILYN URBEN | VENUES | — | ||
| JONATHAN van ARSDEL | PERSONNEL MANAGER | — | ||
| ANNE JONES | PUBLICITY | — | ||
| DOUG WILBUR | DEVELOPMENT | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 52 other orgs in NM with NTEE prefix A6.
Most-divergent component: program score sits 28 points below the peer median (5 vs. 33).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
What's driving this score
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
What would change this score
The two changes that would most improve this score:
- 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.