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
48
Score
Governance
55
Score
Financial
35
Score
Program
60
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
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 | 8.7% | 48 | Fragile | Recovery | |
| 2022 | — | — | 12.8% | 43 | Fragile | Recovery | |
| 2021 | — | — | 16.0% | 41 | Fragile | Recovery | |
| 2020 | — | — | 15.4% | 39 | Financially Distressed | Decline Risk | |
| 2019 | — | — | 11.3% | 45 | Fragile | Recovery | |
| 2018 | — | — | 11.6% | 35 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 12.3% | 35 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 13.1% | 37 | Financially Distressed | Decline Risk | |
| 2015 | — | — | 12.8% | 39 | Financially Distressed | Recovery | |
| 2014 | — | — | 14.5% | 39 | Financially Distressed | Decline Risk | |
| 2013 | — | — | 13.9% | 45 | Fragile | Decline Risk | |
| 2012 | — | — | 12.3% | 49 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| REBECCA GRUSS | FORMER EXEC | 9.0% of Rev | ||
| MELISSA BERTKE | PAST PRESIDE | — | ||
| STEPHEN BURKS | Board Member | — | ||
| MIKE BUTLER | Board Member | — | ||
| JENNIFER CRAWFORD | Board Member | — | ||
| KAREN CUNNINGHAM | Board President | — | ||
| ANDREA DAWSON | Board Member | — | ||
| JEREMY GALANTE | Board Member | — | ||
| MARGARET HEYDORN | Board Member | — | ||
| YELENA KATZ | Board Member | — | ||
| JULIE MAROUS | Board Member | — | ||
| ADAM PHILLIP | Treasurer | — | ||
| MARGOT PROKOP | Board Member | — | ||
| ERIN SHANK | Board Member | — | ||
| LYNN VAIL | Board Member | — | ||
| MARIANNE VENIERO | Board Member | — | ||
| PAM WILSON | Secretary | — | ||
| AUSTIN WIELAND | EXECUTIVE DI | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SHANNON AKE | Board Member | — | ||
| MELISSA BERTKE | PAST PRESIDE | — | ||
| STEPHEN BURKS | Board Member | — | ||
| JENNIFER CRAWFORD | Board Member | — | ||
| KAREN CUNNINGHAM | VICE PRESIDE | — | ||
| ANDREA DAWSON | Board Member | — | ||
| JASON FISHER | Board President | — | ||
| KATE HUMPHREY | Board Member | — | ||
| YELENA KATZ | Board Member | — | ||
| ADAM PHILIP | Treasurer | — | ||
| MATT SILLA | Board Member | — | ||
| LYNN VAIL | Board Member | — | ||
| MARIANNE VENIERO | Board Member | — | ||
| PAM WILSON | Secretary | — | ||
| REBECCA GRUSS | EXECUTIVE DI | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| REBECCA GRUSS | EXECUTIVE DI | 8.7% of Rev | ||
| MELISSA BERTKE | VICE PRESIDE | — | ||
| STEPHEN BURKS | Board Member | — | ||
| JOHN CUNNINGHAM | Treasurer | — | ||
| KAREN CUNNINGHAM | Board Member | — | ||
| ANDREA DAWSON | Secretary | — | ||
| LAURIE DEAN | Board President | — | ||
| BRUCE DOWNIE | Board Member | — | ||
| JASON FISHER | Board Member | — | ||
| ROBBIE GRODEN | Board Member | — | ||
| TRICIA KAMAN | Board Member | — | ||
| YELENA KATZ | Board Member | — | ||
| STEVEN MAIER | VICE PRESIDE | — | ||
| DEBRA PERRY | PAST PRESIDE | — | ||
| MATT SILLA | Board Member | — | ||
| PAM WILSON | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARY ANN BREISCH | FRMR EXEC DI | 7.2% of Rev | ||
| REBECCA GRUSS | EXECUTIVE DI | 0.5% of Rev | ||
| MELISSA BERTKE | VICE PRESIDE | — | ||
| STEPHEN BURKS | Board Member | — | ||
| JOHN CUNNINGHAM | Treasurer | — | ||
| ANDREA DAWSON | Secretary | — | ||
| LAURIE DEAN | Board President | — | ||
| BRUCE DOWNIE | Board Member | — | ||
| JASON FISHER | Board Member | — | ||
| ROBBIE GRODEN | Board Member | — | ||
| TRICIA KAMAN | Board Member | — | ||
| YELENA KATZ | Board Member | — | ||
| STEVEN MAIER | VICE PRESIDE | — | ||
| DEBRA PERRY | PAST PRESIDE | — | ||
| MATT SILLA | Board Member | — | ||
| KIM ZARNEY | FRMR VICE PR | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARY ANN BREISCH | EXECUTIVE DI | 7.1% of Rev | ||
| BRETT BERKOBEIN | Board Member | — | ||
| MELISSA BERTKE | Board Member | — | ||
| JOHN CUNNINGHAM | Treasurer | — | ||
| ANDREA DAWSON | Secretary | — | ||
| LAURIE DEAN | Board President | — | ||
| BRUCE DOWNIE | Board Member | — | ||
| ROBBIE GRODEN | Board Member | — | ||
| KC HENRY | Board Member | — | ||
| TRICIA KAMAN | Board Member | — | ||
| YELENA KATZ | Board Member | — | ||
| STEVEN MAIER | Board Member | — | ||
| DEBRA PERRY | PAST PRESIDE | — | ||
| AMANDA PETKIEWICZ | Board Member | — | ||
| NANCY ROGOFF | Board Member | — | ||
| SHANNON TAYLOR | Board Member | — | ||
| MARTIN TREPPA | Board Member | — | ||
| KIM ZARNEY | VICE PRESIDE | — |
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
55 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
48 / 100
Developing
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 5 other orgs in OH with NTEE prefix A4.
Most-divergent component: program score sits 26 points above the peer median (60 vs. 34).
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 8.7% sits within the sector's healthy band (18–22%).
- Net assets declined for 3 consecutive years of deficit spending; cash runway narrowing.
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).
- Stabilize program expenses or grow earned-income revenue to break the consecutive-deficit pattern (~8 points to financial score).
Improving governance is a board decision. These are the levers.