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
54
Score
Governance
55
Score
Financial
50
Score
Program
60
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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 8.2% | 54 | Fragile | Decline Risk | |
| 2022 | — | — | 7.8% | 58 | Fragile | Recovery | |
| 2021 | — | — | 8.4% | 48 | Fragile | Recovery | |
| 2020 | — | — | 13.7% | 36 | Financially Distressed | Recovery | |
| 2019 | — | — | 6.9% | 36 | Financially Distressed | Recovery | |
| 2018 | — | — | 13.2% | 32 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 11.1% | 32 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 10.5% | 40 | Fragile | Recovery | |
| 2015 | — | — | 12.7% | 34 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 5.1% | 50 | Fragile | Recovery | |
| 2013 | — | — | 13.1% | 27 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 13.0% | 36 | Financially Distressed | Decline Risk | |
| 2011 | — | — | 9.2% | 46 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LAURA HURTADO | EXECUTIVE DI | 8.2% of Rev | ||
| RICH WALJE | BOARD PRESID | — | ||
| TIMOTHY FELLOW | BOARD VICE P | — | ||
| CUAUTHEMOC SANDOVAL | BOARD SECRET | — | ||
| VAL ANTCZAK | Board Member | — | ||
| VIRGINIA PEARCE | Board Member | — | ||
| DEREK ALLEN | BOARD VICE P | — | ||
| PETER EVERETT | BOARD MEMEBE | — | ||
| CASS HALLACKER-COVALESKI | Board Member | — | ||
| GEORGE CARDON-BYSTRY | Board Member | — | ||
| METTA DRISCOLL | Board Member | — | ||
| REBECCA BATEMAN | Board Member | — | ||
| ANNETTE JARVIS | Board Member | — | ||
| BEN JENKINSON | Board Member | — | ||
| SOPHIA MALIK | Board Member | — | ||
| MICHAEL MATTHEWS | Board Member | — | ||
| HORACIO RODRIGUEZ | Board Member | — | ||
| ELIZABETH SHAW | Board Member | — | ||
| ASHLEY SPATAFORE MIRABELLI | Board Member | — | ||
| AMY WILSON | Board Member | — | ||
| HOLLY YOCOM | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LAURA HURTADO | EXECUTIVE DI | 5.8% of Rev | ||
| VAL ANTZACK | Board Member | — | ||
| TIM FELLOW | Board President | — | ||
| DEREK ALLEN | STRATEGIC PL | — | ||
| REBECCA BATEMAN | Board Member | — | ||
| PETER EVERETT | Board Member | — | ||
| CASS HALLACKER-COVALESKI | Board Member | — | ||
| ANNETTE JARVIS | Board Member | — | ||
| DEREK KITCHEN | Board Member | — | ||
| CYNTHIA MCLOUGHLIN | Board Member | — | ||
| HORACIO RODRIGUEZ | Board Member | — | ||
| CUAUTHEMOC SANDOVAL | Board Member | — | ||
| ELIZABETH SHAW | Board Member | — | ||
| AMY WILSON | Board Member | — | ||
| RICH WALJE | Board President | — | ||
| HOLLY YOCOM | Board Member | — | ||
| BEN JENKINSON | Board Member | — | ||
| METTA DRISCOLL | Board Member | — | ||
| GEORGE CARDON-BYSTRY | Board Member | — | ||
| MICHAEL MATTHEWS | Board Member | — | ||
| SOPHIA MALIK | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LAURA HURTADO | EXECUTIVE DI | 4.2% of Rev | ||
| VAL ANTZACK | Board President | — | ||
| TIM FELLOW | VICE PRESIDE | — | ||
| DEREK ALLEN | Treasurer | — | ||
| HANNAH VAUGHN | Secretary | — | ||
| PETER EVERETT | Board Member | — | ||
| RHEDA FOUAD | Board Member | — | ||
| CASS HALLACKER-COVALESKI | Board Member | — | ||
| ANNETTE JARVIS | Board Member | — | ||
| DEREK KITCHEN | Board Member | — | ||
| CAMERON ARCHIBALD | Board Member | — | ||
| CYNTHIA MCLOUGHLIN | Board Member | — | ||
| NORA PINCUS | Board Member | — | ||
| ELIZABETH SHAW | Board Member | — | ||
| CLIFTON TOLBOE | Board Member | — | ||
| AMY TROMBETTI | Board Member | — | ||
| RICH WALJE | BOARD MEMEBE | — | ||
| HOLLY YOCOM | EX OFFICIO M | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
50 / 100
weight 40%
Governance risk
55 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
54 / 100
Developing
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Fewer than 3 peers found in UT 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 8.2% sits within the sector's healthy band (18–22%).
What would change this score
No specific high-impact levers identified — this org's score is balanced across components.
Improving governance is a board decision. These are the levers.