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 |
|---|---|---|---|---|---|---|---|
| 2023 | — | — | 27.6% | 27 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 28.1% | 32 | Critical Intervention Needed | Stable Watch | |
| 2021 | — | — | 8.3% | 36 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Paula Ortega | Board Member | 9.2% of Rev | ||
| Nia Williams | Board Member | 9.2% of Rev | ||
| Calandria Moya | Board Member | 5.5% of Rev | ||
| Paula Ortega | Board Member | 4.5% of Rev | ||
| Ashley Hare | Treasurer | 3.7% of Rev | ||
| Nia Williams | Board Member | 0.8% of Rev | ||
| Ashley Hare | Treasurer | 0.8% of Rev | ||
| Jamauri Manley | Board Member | 0.3% of Rev | ||
| Elisa Radcliffe | Board President | — | ||
| Megan Atencia | Secretary | — | ||
| Jesus Galaviz Arreguin | Board President | — | ||
| Elisa Radcliffe | Board President | — | ||
| Megan Atencia | Secretary | — | ||
| Jesus Galaviz Arreguin | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Ashley Hare | Executive Director | 7.2% of Rev | ||
| Paula Ortega | Executive Director | 0.4% of Rev | ||
| Elisa Radcliffe | Board President | — | ||
| Megan Atencia | Secretary | — | ||
| Jesus Galaviz Arreguin | Board President | — | ||
| Nia Williams | Board President | — | ||
| Elisa Radcliffe | Board President | — | ||
| Megan Atencia | Secretary | — | ||
| Jesus Galaviz Arreguin | Board President | — | ||
| Nia Williams | Board President | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 12 other orgs in AZ with NTEE prefix A2.
Most-divergent component: program score sits 17 points above the peer median (45 vs. 28).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
Overall score has gone from 36 → 27 over 3 years (declining by 9 points).
What's driving this score
- Comp-to-revenue ratio of 27.6% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- Reduce top-officer compensation from 27.6% to under 22% of revenue — would move governance score by ~11 points.
Improving governance is a board decision. These are the levers.