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
55
Score
Financial
10
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
2025
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 | — | — | 5.8% | 38 | Financially Distressed | Decline Risk | |
| 2023 | Hidden | Hidden | 7.6% | 38 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 5.3% | 50 | Fragile | Stable Watch | |
| 2021 | — | — | 5.2% | 50 | Fragile | Recovery | |
| 2020 | — | — | 6.2% | 34 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 5.7% | 34 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 5.4% | 34 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | 3.1% | 35 | Financially Distressed | Stable Watch | |
| 2016 | — | — | 5.6% | 34 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 5.3% | 34 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 12.7% | 31 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 19.9% | 26 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 13.8% | 32 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 13.0% | 32 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SUSAN PRINGLE | Executive Director | 5.8% of Rev | ||
| MICHAEL BOWMAN | Treasurer | — | ||
| JOANNE GOLDHAND | Board President | — | ||
| NOAH JELLISON | Board Member | — | ||
| BILLY FISCHER | Board Member | — | ||
| NICK FORTINE | Board President | — | ||
| MAGGIE L ELLISON | Secretary | — | ||
| KATE SPIRKO | Board President | — | ||
| COLIN J KALVAS | Board Member | — | ||
| ANGELA TAVRELL | Board Member | — | ||
| GREGORY TAVRELL | Board President | — | ||
| LINDA SWEARINGEN | EMERITUS BOARD | — | ||
| GIACOMO CONTE | EMERITUS BOARD | — | ||
| CARLA DONEV | Board Member | — | ||
| RYAN BODA | Board Member | — | ||
| KELLI CLARK | Board Member | — | ||
| AMY HUELSKAMP | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SUSAN PRINGLE | Executive Director | 5.4% of Rev | ||
| LINDA SWEARINGEN | Board Member | — | ||
| JOANNE GOLDHAND | Board President | — | ||
| NOAH JELLISON | Treasurer | — | ||
| LAURIE RIEBEL | Secretary | — | ||
| KRISTEN M BRANT | Board Member | — | ||
| HATEM BENJAMIN | Board Member | — | ||
| DANETTE T CLARNO | Board Member | — | ||
| CARLA DONEV | Board President | — | ||
| NICK FORTINE | Board President | — | ||
| MAGGIE L ELLISON | Board Member | — | ||
| AMY E HAID | Board Member | — | ||
| KATE SPIRKO | Board Member | — | ||
| COLIN J KALVAS | Board Member | — | ||
| JEFFREY J SWEET | Board Member | — | ||
| ANGELA TAVRELL | Board Member | — | ||
| SARAH CYGAN | Board Member | — | ||
| JOURDAN DAY | Board Member | — | ||
| GREGORY TAVRELL | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SUSAN PRINGLE | Executive Director | 5.0% of Rev | ||
| LINDA SWEARINGEN | Board Member | — | ||
| JOANNE GOLDHAND | Board President | — | ||
| NOAH JELLISON | Treasurer | — | ||
| LAURIE RIEBEL | Secretary | — | ||
| KRISTEN M BRANT | Board Member | — | ||
| HATEM BENJAMIN | Board Member | — | ||
| DANETTE T CLARNO | Board Member | — | ||
| CARLA DONEV | Board President | — | ||
| NICK FORTINE | Board President | — | ||
| MAGGIE L ELLISON | Board Member | — | ||
| AMY E HAID | Board Member | — | ||
| KATE SPIRKO | Board Member | — | ||
| COLIN J KALVAS | Board Member | — | ||
| JEFFREY J SWEET | Board Member | — | ||
| ANGELA TAVRELL | Board Member | — | ||
| SARAH CYGAN | Board Member | — | ||
| JOURDAN DAY | Board Member | — | ||
| GREGORY TAVRELL | 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
10 / 100
weight 40%
Governance risk
55 / 100
weight 40%
Program scale
60 / 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 212 other orgs in OH with NTEE prefix A6.
Most-divergent component: financial score sits 31 points below the peer median (10 vs. 41).
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 5.8% sits within the sector's healthy band (18–22%).
- 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:
- 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.