Steady State
Steady State
Market
Archetype
Mechanical
Natural
Tier
Priority Review
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
38
Score
Governance
45
Score
Financial
35
Score
Program
45
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 | 15.3% | 38 | Fragile | Decline Risk | |
| 2022 | — | — | 11.6% | 48 | Fragile | Gov Risk | |
| 2021 | — | — | 30.2% | 41 | Governance-Stressed | Gov Risk | |
| 2020 | — | — | 11.1% | 36 | Financially Distressed | Decline Risk | |
| 2019 | — | — | 18.3% | 18 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 27.0% | 21 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 17.5% | 29 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | 14.4% | 31 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 10.7% | 31 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 15.5% | 27 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 36 | Financially Distressed | Decline Risk | |
| 2012 | — | — | 6.3% | 40 | Financially Distressed | Recovery | |
| 2011 | — | — | 11.7% | 32 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARY JANE JOHNSON | Board Member | — | ||
| ERIC BARRY | Board President | — | ||
| PAIGE BROWN | Board Member | — | ||
| BILL BYRD | Board Member | — | ||
| BROC CARTER | Board Member | — | ||
| CHERYL CLARK | Board President | — | ||
| GENEVIEVE GABEL | Treasurer | — | ||
| MILA GIBSON | Board Member | — | ||
| MARY HADDAD | Board Member | — | ||
| APRIL JOHANSSON | Board President | — | ||
| SEAN MILLIGAN | Board President | — | ||
| SANDRA PELFREY | Secretary | — | ||
| ROSIE POWELL | Board Member | — | ||
| QUINTIN MARQUEZ | Board Member | — | ||
| STEVI SHARP | Board Member | — | ||
| BARBARA WILLIAMS | Board Member | — | ||
| BOBBY TYLER | Board Member | — | ||
| BENNET GRAHAM | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARY JANE JOHNSON | Board Member | 15.3% of Rev | ||
| ERIC BARRY | Board President | — | ||
| RENE BRAIN | Board Member | — | ||
| BILL BYRD | Board Member | — | ||
| BROC CARTER | Board Member | — | ||
| CHERYL CLARK | Board Member | — | ||
| GENEVIEVE GABEL | Treasurer | — | ||
| MILA GIBSON | Board Member | — | ||
| MARY HADDAD | Board Member | — | ||
| APRIL JOHANSSON | Board President | — | ||
| SEAN MILLIGAN | Board President | — | ||
| SANDRA PELFREY | Secretary | — | ||
| ROSIE POWELL | Board Member | — | ||
| SHONA ROSE | Board President | — | ||
| SHAWN TWING | Board Member | — | ||
| BARBARA WILLIAMS | Board Member | — | ||
| JOANNA WILSON | Board Member | — | ||
| BENNET GRAHAM | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARY JANE JOHNSON | Board Member | 14.4% of Rev | ||
| RENE BRAIN | Board Member | — | ||
| LILIA ESCAJEDA | Board Member | — | ||
| RUSSELL LOWERY-HART | Board Member | — | ||
| BILL BYRD | Board Member | — | ||
| MARY HADDAD | Board Member | — | ||
| ERIC BARRY | Board Member | — | ||
| GENEVIEVE GABEL | Board Member | — | ||
| SHAWN TWING | Board Member | — | ||
| BARBARA F WILLIAMS | Board Member | — | ||
| MILA GIBSON | Board Member | — | ||
| ROBERT HANSEN | Board President | — | ||
| SEAN MILLIGAN | Board President | — | ||
| BROC CARTER | Treasurer | — | ||
| SANDRA PELFREY | Board President | — | ||
| CHERYL CLARK | Board Member | — | ||
| APRIL JOHANSSON | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARY JANE JOHNSON | Board Member | 9.3% of Rev | ||
| MILA GIBSON | Board Member | — | ||
| ROBERT HANSEN | Board President | — | ||
| SEAN MILLIGAN | Board President | — | ||
| ROY BARA | Board President | — | ||
| SANDRA PELFREY | Board President | — | ||
| CLAY STRIBLING | Treasurer | — | ||
| APRIL JOHANSSON | Board Member | — | ||
| RENE BRAIN | Board Member | — | ||
| LILIA ESCAJEDA | Board Member | — | ||
| RUSSELL LOWERY-HART | Board Member | — | ||
| BILL BYRD | Board Member | — | ||
| MARY HADDAD | Board Member | — | ||
| ERIC BARRY | Board Member | — | ||
| GENEVIEVE GABEL | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARY JANE JOHNSON | Board Member | 7.8% of Rev | ||
| MILA GIBSON | Board Member | — | ||
| ROBERT HANSEN | Board President | — | ||
| SEAN MILLIGAN | Board President | — | ||
| ROY BARA | Board President | — | ||
| SANDRA PELFREY | Board President | — | ||
| CLAY STRIBLING | Treasurer | — | ||
| APRIL JOHANSSON | Board Member | — | ||
| RENE BRAIN | Board Member | — | ||
| JIM ALLISON | Board Member | — | ||
| RUSSELL LOWERY-HART | Board Member | — | ||
| BILL BYRD | Board Member | — | ||
| MARY HADDAD | Board Member | — | ||
| ERIC BARRY | 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
35 / 100
weight 40%
Governance risk
45 / 100
weight 40%
Program scale
45 / 100
weight 20%
Overall
38 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 132 other orgs in TX with NTEE prefix A6.
Most-divergent component: program score sits 13 points above the peer median (45 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 15.3% sits within the sector's healthy band (18–22%).
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.