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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | 11.9% | 45 | Fragile | Recovery | |
| 2023 | — | — | 19.6% | 35 | Fragile | Recovery | |
| 2022 | — | — | 17.4% | 29 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 25.4% | 34 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 21.7% | 25 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | — | 33 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 22.6% | 31 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 24.5% | 27 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 35 | Fragile | Recovery | |
| 2013 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 22.8% | 33 | Critical Intervention Needed | Gov Risk | |
| 2011 | — | — | 26.2% | 32 | Critical Intervention Needed | Gov Risk |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Ellen Keyes | Board Member | 11.9% of Rev | ||
| Randy Herron | Board Member | — | ||
| Patrick Elsass | Board Member | — | ||
| Renee Arnold | Board Member | — | ||
| Zachary Walton | Board Member | — | ||
| Larry Smith | Board Member | — | ||
| Andrew Stewart | Board Member | — | ||
| Chris Gibbs | Board President | — | ||
| Dave Russell | Treasurer | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ELLEN KEYES | Executive Director | 9.5% of Rev | ||
| ZACHARY WALTON | Board Member | — | ||
| MAUREEN OKEEFE | Board Member | — | ||
| ANDREW STEWART | Board Member | — | ||
| RANDY HERRON | Board Member | — | ||
| PAT ELSASS | Board Member | — | ||
| CHRISTOPHER GIBBS | Board President | — | ||
| DAVE RUSSELL | Treasurer | — | ||
| RENEE ARNOLD | Secretary | — | ||
| MAUREEN OKEEFE | Board Member | — | ||
| ELLEN KEYES | Executive Director | — | ||
| PAT ELSASS | Board Member | — | ||
| RANDY HERRON | Board Member | — | ||
| ZACHARY WALTON | Board Member | — | ||
| CHRISTOPHER GIBBS | Board President | — | ||
| DAVE RUSSELL | Treasurer | — | ||
| RENEE ARNOLD | Secretary | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ELLEN KEYES | EXECUTIVE DI | 9.3% of Rev | ||
| CHRISTOPHER GIBBS | Board President | — | ||
| RANDY HERRON | Treasurer | — | ||
| RENEE ARNOLD | Secretary | — | ||
| PAT ELSASS | Board Member | — | ||
| MAUREEN O'KEEFE | Board Member | — | ||
| ZACHARY WALTON | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 213 other orgs in OH with NTEE prefix A6.
Most-divergent component: program score sits 15 points above the peer median (45 vs. 30).
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 11.9% sits within the sector's healthy band (18–22%).
- Two consecutive years of deficit spending.
What would change this score
The two changes that would most improve this score:
- 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.