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
38
Score
Governance
42
Score
Financial
40
Score
Program
30
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
Financial Era
Governance Era
Trajectory Era
Steady State
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 25.4% | 38 | Fragile | Gov Risk | |
| 2022 | — | — | — | 45 | Fragile | Decline Risk | |
| 2021 | — | — | — | 58 | Fragile | Stable Watch | |
| 2020 | — | — | — | 58 | Fragile | Recovery | |
| 2019 | — | — | 21.5% | 39 | Fragile | Gov Risk | |
| 2018 | — | — | 19.0% | 47 | Fragile | Decline Risk | |
| 2017 | — | — | — | 53 | Fragile | Recovery | |
| 2016 | — | — | — | 41 | Fragile | Stable Watch | |
| 2015 | — | — | — | 45 | Fragile | Stable Watch | |
| 2014 | — | — | — | 41 | Fragile | Recovery | |
| 2013 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 39 | Fragile | Decline Risk | |
| 2011 | — | — | — | 41 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TIFFANY RODRIGUEZ-LEE | EXECUTIVE DI | 25.4% of Rev | ||
| LYNNE GOETHEL | Board Member | — | ||
| VERONICA HOPE | Board Member | — | ||
| C ANN DIETRICH | PAST PRESIDE | — | ||
| RACHEL CAMLEK | Secretary | — | ||
| NICOLE LIPOWSKI | Board President | — | ||
| AMY JANKE | Treasurer | — | ||
| ANN SAMBHARA | VICE PRESIDE | — | ||
| WENDY FURRER | Board Member | — | ||
| BLAKE OPAL-WAHOSKE | Board Member | — | ||
| KEITH DUPUIS | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LYNNE GOETHEL | PAST PRESIDE | — | ||
| JENNIFER HOCKIN | Board Member | — | ||
| C ANN DIETRICH | Board Member | — | ||
| ANDREA SHERIDAN | Board Member | — | ||
| AMY STACK | Secretary | — | ||
| NICOLE LIPOWSKI | Board President | — | ||
| AMY JANKE | Treasurer | — | ||
| BRIAN KALISH | Board Member | — | ||
| WENDY FURRER | Board Member | — | ||
| LUCY CLANCY | Board Member | — | ||
| TOM LAMBRECHT | VICE-PRESIDE | — | ||
| ANN SAMBHARA | Board Member | — | ||
| KELLY SEILS | Board Member | — | ||
| TIFFANY RODRIGUEZ-LEE | EXECUTIVE DI | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| COLLIN RITZINGER | PAST PRESIDE | — | ||
| LYNNE GOETHEL | Board President | — | ||
| JENNIFER HOCKIN | Board Member | — | ||
| C ANN DIETRICH | Board Member | — | ||
| ANDREA SHERIDAN | Board Member | — | ||
| AMY STACK | Secretary | — | ||
| MADISON HAGER | EXECUTIVE DI | — | ||
| NICOLE LIPOWSKI | VICE PRESIDE | — | ||
| AMY JANKE | Treasurer | — | ||
| BRIAN KALISH | Board Member | — | ||
| WENDY FURRER | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KELLY PRICE | EXECUTIVE DI | 18.1% of Rev | ||
| COLLIN RITZINGER | Board President | — | ||
| LYNNE GOETHEL | VICE PRESIDE | — | ||
| JESSICA TIPPLE | Treasurer | — | ||
| JENNIFER HOCKIN | Secretary | — | ||
| GRETCHEN KRAY | PAST PRESIDE | — | ||
| C ANN DIETRICH | Board Member | — | ||
| MARY GALLAGHER | Board Member | — | ||
| WENDY FURRER | Board Member | — | ||
| BARTHOLOMEW HOBSON MD | Board Member | — | ||
| KELLY SEILS | Board Member | — | ||
| ANDREA SHERIDAN | Board Member | — | ||
| AMY STACK | Board Member | — | ||
| MADISON HAGER | EXECUTIVE DI | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
40 / 100
weight 40%
Governance risk
42 / 100
weight 40%
Program scale
30 / 100
weight 20%
Overall
38 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Fewer than 3 peers found in WI for this NTEE subcategory; peer comparison would not be statistically meaningful.
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 25.4% is modestly above the sector's healthy band (18–22%) — worth monitoring.
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).
- Reduce top-officer compensation from 25.4% to under 22% of revenue — would move governance score by ~7 points.
Improving governance is a board decision. These are the levers.