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
34
Score
Governance
42
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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | 28.5% | 34 | Critical Intervention Needed | Recovery | |
| 2023 | — | — | 34.3% | 30 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 36.3% | 30 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 32.5% | 42 | Governance-Stressed | Recovery | |
| 2020 | — | — | 25.7% | 36 | Fragile | Gov Risk | |
| 2019 | — | — | 24.4% | 37 | Fragile | Recovery | |
| 2018 | — | — | 24.8% | 33 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | 26.7% | 32 | Critical Intervention Needed | Gov Risk | |
| 2016 | — | — | 22.1% | 33 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 29.3% | 30 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 30.3% | 22 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 25 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Lisa Knight | Executive Director | 28.5% of Rev | ||
| Lisa Knight | Executive Director | 27.2% of Rev | ||
| Kevin Nelson | Board President | — | ||
| Charles Max Frantz | Treasurer | — | ||
| Cassie Fancher | Board Member | — | ||
| Lynn Atkins-Rykert | Board Member | — | ||
| Angie Hanks | Board Member | — | ||
| Savator Selden Johnson | Board Member | — | ||
| Debra Hines | Board Member | — | ||
| Alexis Rocha | Board Member | — | ||
| Jamie Masco | Board Member | — | ||
| Majesty White | Board Member | — | ||
| Dana Romero-Vogg | Board Member | — | ||
| Jonathan Kornoelje | Board Member | — | ||
| Courtney Flanagan | Board President | — | ||
| Max Frantz | Treasurer | — | ||
| Lynn Atkins-Rykert | Board Member | — | ||
| Jonathan Kornoelje | Board Member | — | ||
| Stephanie McNamara | Board Member | — | ||
| Kim Mitchell | Board Member | — | ||
| Staci Nichols | Board Member | — | ||
| Kevin Nelson | Board Member | — | ||
| Debra Hines | Board Member | — | ||
| Cassadra Fancher | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Lori Tennenhouse | Executive Director | 17.8% of Rev | ||
| Lisa Knight | Executive Director | 9.2% of Rev | ||
| Courtney Flanagan | Board President | — | ||
| Connie Bellows | Treasurer | — | ||
| Sara Bolster | Board Member | — | ||
| Kim Mitchell | Board Member | — | ||
| Stephanie McNamara | Board Member | — | ||
| Jeneveine M Candler | Board Member | — | ||
| Gabriel Calkins | Board Member | — | ||
| Stacy Chalfoun | Board Member | — | ||
| Jonathan Kornoelje | Board Member | — | ||
| Evette Pittman | Board Member | — | ||
| Lynn Atkins-Rykert | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Lori Tennenhouse | Executive Director | 21.5% of Rev | ||
| Courtney Flanagan | Board President | — | ||
| Connie Bellows | Treasurer | — | ||
| Sara Bolster | Board Member | — | ||
| Kim Mitchell | Board Member | — | ||
| Stephanie McNamara | Board Member | — | ||
| Jeneveine M Candler | Board Member | — | ||
| Gabriel Calkins | Board Member | — | ||
| Stacy Chalfoun | Board Member | — | ||
| Jonathan Kornoelje | Board Member | — | ||
| Barbara Osbourne | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Lori Tennenhouse | Executive Director | 23.3% of Rev | ||
| Courtney Flanagan | Board President | — | ||
| Connie Bellows | Treasurer | — | ||
| Sara Bolster | Board Member | — | ||
| Kim Mitchell | Board Member | — | ||
| Stephanie McNamara | Board Member | — | ||
| Jeneveine M Candler | Board Member | — | ||
| Dormica Oppenhulzen | Board Member | — | ||
| Stacy Chalfoun | Board Member | — | ||
| Venky Venkatesh | 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
42 / 100
weight 40%
Program scale
45 / 100
weight 20%
Overall
34 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 185 other orgs in MI with NTEE prefix A6.
Most-divergent component: financial score sits 17 points below the peer median (25 vs. 42).
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 28.5% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- 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:
- Reduce top-officer compensation from 28.5% to under 22% of revenue — would move governance score by ~13 points.
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
Improving governance is a board decision. These are the levers.