Steady State
Steady State
Market
Archetype
Mechanical
Natural
Tier
Developing
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
46
Score
Governance
55
Score
Financial
30
Score
Program
60
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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 5.9% | 46 | Financially Distressed | Recovery | |
| 2022 | — | — | 15.6% | 47 | Fragile | Decline Risk | |
| 2021 | — | — | — | 55 | Fragile | Recovery | |
| 2020 | — | — | — | 51 | Fragile | Recovery | |
| 2019 | — | — | — | 47 | Financially Distressed | Recovery | |
| 2018 | — | — | — | 44 | Financially Distressed | Decline Risk | |
| 2017 | — | — | — | 52 | Fragile | Recovery | |
| 2016 | — | — | — | 44 | Financially Distressed | Decline Risk | |
| 2015 | — | — | — | 52 | Fragile | Recovery | |
| 2014 | — | — | — | 48 | Fragile | Recovery | |
| 2013 | — | — | — | 44 | Financially Distressed | Decline Risk | |
| 2012 | — | — | 6.7% | 50 | Fragile | Recovery | |
| 2011 | — | — | — | 49 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BEN HARRIS | EXECUTIVE DI | 5.7% of Rev | ||
| HANNAH BREDEN | Board Member | — | ||
| MONIQUE CARSWELL | Board Member | — | ||
| AL DOMINGUEZ | Board Member | — | ||
| KIMBERLY HADLEY | Treasurer | — | ||
| JOSH HAVENS | Board Member | — | ||
| HOLLY JOHNSON | Board President | — | ||
| TOM KING | Board Member | — | ||
| MALCOLM HAYWARD MD | Board Member | — | ||
| MARTI SUDDUTH | Board President | — | ||
| LAURA WILKINS | Secretary | — | ||
| TOD YESLOW | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BEN HARRIS | EXECUTIVE DI | 5.5% of Rev | ||
| RILEY NICHOLSON | EXECUTIVE DI | 0.5% of Rev | ||
| HANNAH BREDEN | Board Member | — | ||
| MONIQUE CARSWELL | Board Member | — | ||
| AL DOMINGUEZ | Board Member | — | ||
| KIMBERLY HADLEY | Treasurer | — | ||
| JOSH HAVENS | Board Member | — | ||
| HOLLY JOHNSON | Board President | — | ||
| TOM KING | Board Member | — | ||
| MALCOLM HAYWARD MD | Board Member | — | ||
| MIKE RUSSELL | Board Member | — | ||
| MARTI SUDDUTH | Board President | — | ||
| LAURA WILKINS | Secretary | — | ||
| TOD YESLOW | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PAUL HAAS | MUSIC DIRECT | 7.6% of Rev | ||
| RILEY NICHOLSON | EXECUTIVE DI | 5.5% of Rev | ||
| HANNAH BREDEN | Board Member | — | ||
| MONIQUE CARSWELL | Board Member | — | ||
| JACK CLEGHORN | Board President | — | ||
| KIMBERLY HADLEY DBA | Treasurer | — | ||
| CARL FRAZIER-SPARKS | Board Member | — | ||
| DREW HUTCHISON | Board Member | — | ||
| MALCOLM HAYWARD MD | Board Member | — | ||
| MIKE RUSSELL | Board President | — | ||
| MARTI SUDDUTH | Secretary | — | ||
| ANTHONY SUMLIN | Board Member | — | ||
| LAURA WILKINS | Board Member | — | ||
| TODD YESLOW | Board Member | — | ||
| HANNAH BREDEN | Board Member | — | ||
| MONIQUE CARSWELL | Board Member | — | ||
| JACK CLEGHORN | Board President | — | ||
| KIMBERLY HADLEY DBA | Board Member | — | ||
| CARL FRAZIER-SPARKS | Board Member | — | ||
| DREW HUTCHISON | Treasurer | — | ||
| MALCOLM HAYWARD MD | Board Member | — | ||
| JULIANNE BROWN PHD | Board Member | — | ||
| LYNDA COON PHD | Board Member | — | ||
| MIKE RUSSELL | Board President | — | ||
| MARTI SUDDUTH | Secretary | — | ||
| ANTHONY SUMLIN | Board Member | — | ||
| LAURA WILKINS | Board Member | — | ||
| TOD YESLOW | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| HANNAH BREDEN | Board Member | — | ||
| MONIQUE CARSWELL | Board Member | — | ||
| JACK CLEGHORN | Board President | — | ||
| KIMBERLY HADLEY DBA | Board Member | — | ||
| CARL FRAZIER-SPARKS | Board Member | — | ||
| DREW HUTCHISON | Treasurer | — | ||
| MALCOLM HAYWARD MD | Board Member | — | ||
| LYNDA COON PHD | Board Member | — | ||
| MIKE RUSSELL | Board President | — | ||
| MARTI SUDDUTH | Secretary | — | ||
| ANTHONY SUMLIN | Board Member | — | ||
| LAURA WILKINS | Board Member | — | ||
| TODD YESLOW | Board Member | — | ||
| JULIANNE BROWN PHD | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARY BENJAMIN | Board Member | — | ||
| DR JULIANNE BROWN | Board President | — | ||
| JACK CLEGHORN | Board Member | — | ||
| CARL FRZIER-SPARKS | Board Member | — | ||
| MALCOLM HAYWARD | Secretary | — | ||
| DREW HUTCHISON | Treasurer | — | ||
| MIKE RUSSELL | Board President | — | ||
| CYNTHIA BENWARD SMITH | Board Member | — | ||
| MARTI SUDDUTH | Board Member | — | ||
| ANTHONY SUMLIN | Board Member | — | ||
| KIRK THOMPSON | Board Member | — | ||
| LAURA WILKINS | Board Member | — | ||
| TODD YESLOW | 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
30 / 100
weight 40%
Governance risk
55 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
46 / 100
Developing
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 34 other orgs in AR with NTEE prefix A6.
Most-divergent component: program score sits 25 points above the peer median (60 vs. 35).
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 5.9% sits within the sector's 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:
- 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.