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
Institutional Epochs
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 31.2% | 46 | Fragile | Gov Risk | |
| 2022 | — | — | 26.4% | 50 | Governance-Stressed | Gov Risk | |
| 2021 | — | — | 14.8% | 52 | Fragile | Recovery | |
| 2020 | — | — | 33.7% | 42 | Governance-Stressed | Recovery | |
| 2019 | — | — | 28.4% | 36 | Critical Intervention Needed | Gov Risk | |
| 2018 | — | — | 29.7% | 40 | Fragile | Recovery | |
| 2017 | — | — | — | 38 | Financially Distressed | Decline Risk | |
| 2016 | — | — | — | 42 | Fragile | Stable Watch | |
| 2015 | — | — | — | 42 | Fragile | Stable Watch | |
| 2014 | — | — | — | 42 | Fragile | Stable Watch | |
| 2013 | — | — | — | 42 | Fragile | Stable Watch | |
| 2012 | — | — | — | 42 | Fragile | Recovery | |
| 2011 | — | — | — | 35 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Hema Rajagopalan | Executive Director | 16.3% of Rev | ||
| Krithika Rajagopalan | Board President | 12.9% of Rev | ||
| Chandu Vemuri | Board President | — | ||
| Shanthi Gaur | Board President | — | ||
| Krithika Kumar | Treasurer | — | ||
| Vikas Chandola | Secretary | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Hema Rajagopalan | Executive Director | 19.3% of Rev | ||
| Krithika Rajagopalan | Board President | 12.9% of Rev | ||
| Chandu Vemuri | Board President | — | ||
| Shanthi Gaur | Board President | — | ||
| James Busk | Board Member | — | ||
| Krithika Kumar | Treasurer | — | ||
| Dr Kala Majeti | Board Member | — | ||
| Pushpa Satkunaratnam | Board Member | — | ||
| Vikas Chandola | Secretary | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Hema Rajagopalan | Executive Dir. | 19.1% of Rev | ||
| Krithika Rajagopalan | Board President | 12.9% of Rev | ||
| Chandu Vemuri | Board President | — | ||
| Shanthi Gaur | Board President | — | ||
| James Busk | Treasurer | — | ||
| Ritu Kathapalia | Secretary | — | ||
| Dr Kala Majeti | Board Member | — | ||
| Pushpa Satkunaratnam | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Hema Rajagopalan | Executive Director | 18.0% of Rev | ||
| Krithika Rajagopalan | Board Member | 12.0% of Rev | ||
| Matthew Brockmeier | Chairman | — | ||
| Kala Majeti | Board Member | — | ||
| James Busk | Treasurer | — | ||
| Shanthi Gaur | Board Member | — | ||
| Ritu Kathapalia | Board Member | — | ||
| Pushpa Satkunaratnam | Board Member | — | ||
| Chandu Vemuri | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Hema Rajagopalan | Executive Director | 18.0% of Rev | ||
| Krithika Rajagopalan | Board Member | 10.6% of Rev | ||
| Tracey Fleming | Chairman | — | ||
| Gayatri Mathur | Chairman | — | ||
| James Busk | Treasurer | — | ||
| Shanthi Gaur | Board Member | — | ||
| Ritu Kathapalia | Board Member | — | ||
| Pushpa Satkunaratnam | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 195 other orgs in IL with NTEE prefix A6.
Most-divergent component: program score sits 28 points above the peer median (60 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
- Comp-to-revenue ratio of 31.2% 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 31.2% to under 22% of revenue — would move governance score by ~18 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.