Acute Stabilization
What does this mean?
A successful crisis intervention. After hitting the Priority Review risk tier, the organization demonstrates consecutive years of Financial Score recovery paired with Governance Score improvement.
The Path Forward
The Dawn
Institutionalizes the emergency protocols that saved the organization. It locks in new, rigorous governance policies to prevent a relapse into crisis.
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 | 5.9% | 46 | Fragile | Recovery | |
| 2023 | — | — | 6.5% | 38 | Fragile | Recovery | |
| 2022 | — | — | 24.5% | 29 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 21.6% | 37 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 8.1% | 41 | Financially Distressed | Decline Risk | |
| 2019 | — | — | 5.0% | 52 | Fragile | Recovery | |
| 2018 | — | — | 25.1% | 28 | Critical Intervention Needed | Gov Risk | |
| 2017 | — | — | 19.8% | 34 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 16.9% | 45 | Fragile | Recovery | |
| 2015 | — | — | 4.6% | 37 | Financially Distressed | Decline Risk | |
| 2014 | — | — | 4.0% | 45 | Fragile | Recovery | |
| 2013 | — | — | 7.2% | 30 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 5.1% | 50 | Fragile | Recovery | |
| 2011 | — | — | 9.4% | 30 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARSHALL WHITE | Executive Director | 5.9% of Rev | ||
| JORDAN APPLEGATE | Board Member | — | ||
| LES BAGGETT | Board Member | — | ||
| DAVYD JONES | Board President | — | ||
| JAE MCGEE | Board Member | — | ||
| DEBRA WILLIAMS-ROBBINS | Board Member | — | ||
| PAULA BRIDGES | Board Member | — | ||
| ADAM CLARK | Board Member | — | ||
| DON SCHENKEL | Board Member | — | ||
| PAT PASTERNICK | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARSHALL WHITE | Executive Director | 5.9% of Rev | ||
| MARSHALL WHITE | Executive Director | 5.9% of Rev | ||
| JORDAN APPLEGATE | Board Member | — | ||
| LES BAGGETT | Board Member | — | ||
| CHRISTOPHER HARVEY | Board Member | — | ||
| DAVYD JONES | Board President | — | ||
| JAE MCGEE | Board Member | — | ||
| ALAN RIEBE | Board Member | — | ||
| CARTA ROBISON | Board Member | — | ||
| DEBRA WILLIAMS-ROBBINS | Board Member | — | ||
| JORDAN APPLEGATE | Board Member | — | ||
| LES BAGGETT | Board Member | — | ||
| DAVYD JONES | Board President | — | ||
| ALAN RIEBE | Board Member | — | ||
| CARTA ROBISON | Board Member | — | ||
| CHRISTOPHER HARVEY | Board Member | — | ||
| JAE MCGEE | Board Member | — | ||
| DEBRA WILLIAMS-ROBBINS | Board Member | — | ||
| PAULA BRIDGES | Board Member | — | ||
| ADAM CLARK | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARSHALL WHITE | Executive Director | 2.3% of Rev | ||
| JORDAN APPLEGATE | Board Member | — | ||
| LES BAGGETT | Board Member | — | ||
| MAUREEN BOBILYA | Board Member | — | ||
| MEGAN DIEHM | Board Member | — | ||
| CHRISTOPHER HARVEY | Board Member | — | ||
| DAVYD JONES | Board President | — | ||
| ALAN RIEBE | Board Member | — | ||
| CARTA ROBISON | Board Member | — | ||
| LORENZO SUTER | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 120 other orgs in IN with NTEE prefix A6.
Most-divergent component: program score sits 27 points above the peer median (60 vs. 33).
5-year trend: Acute Stabilization
A successful crisis intervention. After hitting the Priority Review risk tier, the organization demonstrates consecutive years of Financial Score recovery paired with Governance Score improvement.
What's driving this score
- Comp-to-revenue ratio of 5.9% 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:
- 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.