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
48
Score
Governance
42
Score
Financial
65
Score
Program
30
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 | Hidden | Hidden | 34.1% | 48 | Governance-Stressed | Gov Risk | |
| 2022 | — | — | — | 51 | Fragile | Recovery | |
| 2021 | — | — | 37.4% | 48 | Governance-Stressed | Recovery | |
| 2020 | — | — | 33.2% | 44 | Governance-Stressed | Recovery | |
| 2019 | — | — | 39.9% | 38 | Fragile | Gov Risk | |
| 2018 | — | — | — | 45 | Fragile | Recovery | |
| 2017 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 41 | Fragile | Decline Risk | |
| 2015 | — | — | — | 45 | Fragile | Decline Risk | |
| 2014 | — | — | — | 51 | Fragile | Recovery | |
| 2013 | — | — | — | 43 | Fragile | Stable Watch | |
| 2012 | — | — | — | 39 | Fragile | Decline Risk | |
| 2011 | — | — | — | 53 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Dorothy Ilgen | Executive Director | 34.1% of Rev | ||
| Dorothy Ilgen | Executive Director | 28.0% of Rev | ||
| Orcenith Smith | Ex Officio | 13.2% of Rev | ||
| Jeremy Anderson | Ex Officio | 1.1% of Rev | ||
| Craig Parmerlee | Board President | — | ||
| Heidi Holmer | Board President | — | ||
| Jordan Scott | Treasurer | — | ||
| Matt Vargo | Secretary | — | ||
| Nancy Butler | Board Member | — | ||
| Jeremy Anderson | Ex Officio | — | ||
| Jennifer Botts | Board Member | — | ||
| Mark Holloway | Board Member | — | ||
| Julie Johns-Cole | Board Member | — | ||
| Orcenith Smith | Ex Officio | — | ||
| Robert T Townsend | Ex Officio | — | ||
| Cynthia Donel Harrington | Board Member | — | ||
| Craig Parmerlee | Board President | — | ||
| Heidi Holmer | Board President | — | ||
| Matt Vargo | Secretary | — | ||
| Jordan Scott | Treasurer | — | ||
| Nancy Butler | Board Member | — | ||
| Jennifer Botts | Board Member | — | ||
| Mark Holloway | Board Member | — | ||
| Julie Johns-Cole | Board Member | — | ||
| Cynthia Donel Harrington | Board Member | — | ||
| Terri Lewis | Board Member | — | ||
| Alex Spaulding | Board Member | — | ||
| Robert Townsend | Ex Officio | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Dorothy Ilgen | Executive Director | 30.6% of Rev | ||
| Craig Parmerlee | Board President | — | ||
| Kate Tewanger | Board President | — | ||
| Taylor Jenkins | Treasurer | — | ||
| Katie Lockwood | Secretary | — | ||
| Nancy Butler | Board Member | — | ||
| Edward Adair | Board Member | — | ||
| Jennifer Botts | Board Member | — | ||
| Jessie Garcia | Board Member | — | ||
| Mark Holloway | Board Member | — | ||
| Heidi Holmer | Board Member | — | ||
| Matt Vargo | Board Member | — | ||
| Tish Porter | Board Member | — | ||
| Arisa Miyakozawa | Board Member | — | ||
| Emily Barry | Board Member | — | ||
| Cynthia Donel Harrington | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Dorothy Ilgen | Executive Director | 26.1% of Rev | ||
| Craig Parmerlee | Board President | — | ||
| Charles Mullen | Board Member | — | ||
| Kate Tewanger | Board President | — | ||
| Taylor Jenkins | Treasurer | — | ||
| Katie Lockwood | Secretary | — | ||
| Edward Adair | Board Member | — | ||
| Jennifer Botts | Board Member | — | ||
| Jessie Garcia | Board Member | — | ||
| Mark Holloway | Board Member | — | ||
| Heidi Holmer | Board Member | — | ||
| Julie Johns-Cole | Board Member | — | ||
| Tish Porter | Board Member | — | ||
| Patricia Roberts | Board Member | — | ||
| Arisa Miyakozawa | Board Member | — | ||
| Cindi McGarvey | Board Member | — | ||
| Emily Barry | Board Member | — | ||
| Cynthia Donel Harrington | Board Member | — | ||
| Victoria Snyder | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Dorothy Ilgen | Executive Director | 31.7% of Rev | ||
| Craig Parmerlee | Board President | — | ||
| Charles Mullen | Board Member | — | ||
| Kate Tewanger | Board President | — | ||
| Taylor Jenkins | Treasurer | — | ||
| Katie Lockwood | Secretary | — | ||
| Edward Adair | Board Member | — | ||
| Jennifer Botts | Board Member | — | ||
| Jessie Garcia | Board Member | — | ||
| Mark Holloway | Board Member | — | ||
| Heidi Holmer | Board Member | — | ||
| Julie Johns-Cole | Board Member | — | ||
| Tish Porter | Board Member | — | ||
| Patricia Roberts | Board Member | — | ||
| Arisa Miyakozawa | Board Member | — | ||
| Cindi McGarvey | Board Member | — | ||
| Emily Barry | Board Member | — | ||
| Cynthia Donel Harrington | Board Member | — | ||
| Victoria Snyder | 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
65 / 100
weight 40%
Governance risk
42 / 100
weight 40%
Program scale
30 / 100
weight 20%
Overall
48 / 100
Developing
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 182 other orgs in IN with NTEE prefix A6.
Most-divergent component: governance score sits 20 points below the peer median (42 vs. 62).
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 34.1% is above the 90th percentile for orgs of this size (healthy band: 18–22%).
What would change this score
The two changes that would most improve this score:
- Reduce top-officer compensation from 34.1% to under 22% of revenue — would move governance score by ~24 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.