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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 24.7% | 46 | Governance-Stressed | Gov Risk | |
| 2022 | — | — | 17.4% | 46 | Fragile | Gov Risk | |
| 2021 | — | — | 19.3% | 46 | Fragile | Recovery | |
| 2020 | — | — | — | 48 | Fragile | Recovery | |
| 2019 | — | — | 28.1% | 35 | Critical Intervention Needed | Gov Risk | |
| 2018 | — | — | 23.9% | 36 | Governance-Stressed | Gov Risk | |
| 2017 | — | — | 13.2% | 49 | Fragile | Recovery | |
| 2016 | — | — | 8.1% | 47 | Fragile | Recovery | |
| 2015 | — | — | 14.1% | 42 | Fragile | Recovery | |
| 2014 | — | — | 17.5% | 31 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 8.8% | 39 | Fragile | Recovery | |
| 2012 | — | — | — | 49 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| NA | N/A | — | ||
| WESLEY BROWN | Secretary | — | ||
| DANIEL BAKER | Treasurer | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DANIEL BAKER | Treasurer | 13.5% of Rev | ||
| WESLEY BROWN | Secretary | 10.7% of Rev | ||
| JOHN ANDERSEN | Board President | 1.4% of Rev |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOHN ANDERSEN | Board President | — | ||
| WESLEY BROWN | Secretary | — | ||
| DANIEL BAKER | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Steve Bestenlehner | Board President | — | ||
| JOHN ANDERSEN | Secretary | — | ||
| WESLEY BROWN | Treasurer | — | ||
| DANIEL BAKER | Employee | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Fewer than 3 peers found in AZ for this NTEE subcategory; peer comparison would not be statistically meaningful.
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 24.7% is modestly above the sector's healthy band (18–22%) — worth monitoring.
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 24.7% to under 22% of revenue — would move governance score by ~5 points.
Improving governance is a board decision. These are the levers.