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
35
Score
Governance
45
Score
Financial
25
Score
Program
45
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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | 17.0% | 35 | Financially Distressed | Decline Risk | |
| 2023 | Hidden | Hidden | 20.4% | 35 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 19.4% | 41 | Fragile | Gov Risk | |
| 2021 | — | — | 23.2% | 40 | Governance-Stressed | Recovery | |
| 2020 | — | — | 17.5% | 39 | Fragile | Recovery | |
| 2019 | — | — | 14.6% | 33 | Critical Intervention Needed | Gov Risk | |
| 2018 | — | — | 14.7% | 35 | Fragile | Recovery | |
| 2017 | — | — | 14.8% | 31 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 14.6% | 35 | Fragile | Gov Risk | |
| 2015 | — | — | 13.5% | 35 | Fragile | Recovery | |
| 2014 | — | — | 10.7% | 27 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 9.7% | 40 | Fragile | Recovery | |
| 2012 | — | — | 8.2% | 38 | Fragile | Stable Watch | |
| 2011 | — | — | 9.3% | 35 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARTHA A BUCKNER | EXECUTIVE DI | 16.2% of Rev | ||
| MICHAEL HUPFER | Board President | — | ||
| STANLEY E KOPP | VICE PRESIDE | — | ||
| BETSY CHAPMAN | Treasurer | — | ||
| REBECCA OWENS | Secretary | — | ||
| REV ERIC ABEL | Board Member | — | ||
| ALLAN ANDERSEN | Board Member | — | ||
| LISA BLACKLEY | Board Member | — | ||
| JUSTINA FABICH | Board Member | — | ||
| CONNIE GORRELL | Board Member | — | ||
| SUSAN GREGG | Board Member | — | ||
| KELLY KNOWLTON | Board Member | — | ||
| MARTY KRAL | Board Member | — | ||
| JESSICA KREMSER | Board Member | — | ||
| RON MARENCHIN | Board Member | — | ||
| MELANIE MILLER | Board Member | — | ||
| BEA NORTH | Board Member | — | ||
| JACOB SLADE | Board Member | — | ||
| REV TOM SNYDER | Board Member | — | ||
| GLEN STEWART | Board Member | — | ||
| STEVE WILLEKE | Board Member | — | ||
| DAVID WOLBERT | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARTHA A BUCKNER | EXECUTIVE DI | 15.8% of Rev | ||
| REV TOM SNYDER | Board President | — | ||
| SUSAN GREGG | VICE PRESIDE | — | ||
| BETSY CHAPMAN | Treasurer | — | ||
| REBECCA OWENS | Secretary | — | ||
| REV ERIC ABEL | Board Member | — | ||
| ALLAN ANDERSEN | Board Member | — | ||
| JUSTINA FABICH | Board Member | — | ||
| JON HAAG | Board Member | — | ||
| CONNIE GORRELL | Board Member | — | ||
| MICHAEL HUPFER | Board Member | — | ||
| MARY KETTERING | Board Member | — | ||
| STANLEY E KOPP | Board Member | — | ||
| JESSICA KREMSER | Board Member | — | ||
| KIMBERLY MARCELLI | Board Member | — | ||
| MELANIE MILLER | Board Member | — | ||
| BEA NORTH | Board Member | — | ||
| LEONARD SALVO | Board Member | — | ||
| GLEN STEWART | Board Member | — | ||
| RICHELLE SWINEFORD | Board Member | — | ||
| DR JOANN FORD WATSON | Board Member | — | ||
| STEVE WILLEKE | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARTHA LANDRUM BUCKNER | EXECUTIVE DI | 15.3% of Rev | ||
| REV TOM SNYDER | Board President | — | ||
| BETSY CHAPMAN | Treasurer | — | ||
| REBECCA OWENS | Secretary | — | ||
| REV ERIC ABEL | Board Member | — | ||
| DR SARA BATTISON | Board Member | — | ||
| JUSTINA FABICH | Board Member | — | ||
| SUSAN GREGG | Board Member | — | ||
| JON HAAG | Board Member | — | ||
| CONNIE GORRELL | Board Member | — | ||
| MARY KETTERING | Board Member | — | ||
| STANLEY E KOPP | Board Member | — | ||
| TOM MCNAULL | Board Member | — | ||
| MELANIE MILLER | Board Member | — | ||
| BEA NORTH | Board Member | — | ||
| LANA POTTER | Board Member | — | ||
| LEONARD SALVO | Board Member | — | ||
| GLEN STEWART | Board Member | — | ||
| RICHELLE SWINEFORD | Board Member | — | ||
| DR JOANN FORD WATSON | Board Member | — | ||
| STEVE WILLEKE | 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
25 / 100
weight 40%
Governance risk
45 / 100
weight 40%
Program scale
45 / 100
weight 20%
Overall
35 / 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 16 points below the peer median (25 vs. 41).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
Overall score has gone from 39 → 35 over 5 years (declining by 4 points).
What's driving this score
- Comp-to-revenue ratio of 17.0% 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- 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.