Acute Stabilization
Acute Stabilization
Market
Archetype
Mechanical
Natural
Tier
Developing
Trajectory Thumbprint
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.
The Dawn
Institutional Health Scores
5-yr trend: Acute Stabilization ↑
Overall
50
Score
Governance
55
Score
Financial
40
Score
Program
60
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
Acute Stabilization
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 5.1% | 50 | Fragile | Recovery | |
| 2022 | — | — | 8.5% | 36 | Financially Distressed | Recovery | |
| 2021 | — | — | 26.4% | 27 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 8.2% | 50 | Fragile | Recovery | |
| 2019 | — | — | 15.3% | 41 | Fragile | Stable Watch | |
| 2018 | — | — | — | 42 | Fragile | Recovery | |
| 2017 | — | — | — | 36 | Financially Distressed | Stable Watch | |
| 2016 | — | — | — | 36 | Financially Distressed | Recovery | |
| 2015 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TRAVIS CHRISTOPHERSON | Executive Director | 6.7% of Rev | ||
| LAURIE BAKKUM | Board Member | — | ||
| KATIE GUYER | Board Member | — | ||
| HARVEY HALPAUS | Board Member | — | ||
| FRED JOHNSON | Board Member | — | ||
| GREG KEEL | Board Member | — | ||
| JULIE KRUEGER | Board Member | — | ||
| SCOTT SMITH | Board Member | — | ||
| BOB THORNLEY | Board Member | — | ||
| PHIL WARNER | Board Member | — | ||
| STEVE ZENZ | Board Member | — | ||
| SHELIA ADERMAN-SQUIRES | Board President | — | ||
| JEFF SOUTHERN | Board President | — | ||
| BILL TAUBMAN | Board President | — | ||
| LYNNEA LAKE | Board President | — | ||
| MAUREEN REVAK | Treasurer | — | ||
| MEGAN CONNERS | Secretary | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PATRICK BARNETT | Executive Director | 7.7% of Rev | ||
| JEFF SOUTHERN | Board President | — | ||
| BILL TAUBMAN | Board Member | — | ||
| SHELIA SQUIRES | Board President | — | ||
| LYNNEA LAKE | Treasurer | — | ||
| MEGAN CONNERS | Secretary | — | ||
| LAURIE BAKKUM | Board Member | — | ||
| KATIE GUYER | Board Member | — | ||
| HARVEY HALPAUS | Board Member | — | ||
| PETE HOPKE | Board Member | — | ||
| GREG KEEL | Board Member | — | ||
| JULIE KRUEGER | Board Member | — | ||
| STEVE ZENZ | Board Member | — | ||
| ELLEN BULLENS THRU AUGUST 2022 | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CARLY MOLIN | Executive Director | 5.3% of Rev | ||
| PATRICK BARNETT | Executive Director | 1.1% of Rev | ||
| JEFF SOUTHERN | Board President | — | ||
| SHELIA SQUIRES | Board President | — | ||
| LYNNEA LAKE | Treasurer | — | ||
| MEGAN CONNERS | Secretary | — | ||
| LAURIE BAKKUM | Board Member | — | ||
| ELAINE BULLENS | Board Member | — | ||
| KATIE GUYER | Board Member | — | ||
| HARVEY HALPAUS | Board Member | — | ||
| PETE HOPKE | Board Member | — | ||
| GREG KEEL | Board Member | — | ||
| STEVE ZENZ | Board Member | — | ||
| LAURIE BAKKUM | Board Member | — | ||
| ELAINE BULLENS | Board Member | — | ||
| KATIE GUYER | Board Member | — | ||
| HARVEY HALPAUS | Board Member | — | ||
| PETE HOPKE | Board Member | — | ||
| GREG KEEL | Board Member | — | ||
| STEVE ZENZ | Board Member | — | ||
| JULIE KRUEGER | Board Member | — | ||
| BILL TAUBMAN | Board Member | — | ||
| JEFF SOUTHERN | Board President | — | ||
| SHELIA SQUIRES | Board President | — | ||
| LYNNEA LAKE | Treasurer | — | ||
| MEGAN CONNERS | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TARA BURNS | Executive Director | 7.7% of Rev | ||
| CARLY MOLIN | Executive Director | 4.1% of Rev | ||
| SHELIA SQUIRES | Board Member | — | ||
| LYNNEA LAKE | Treasurer | — | ||
| JEFF SOUTHERN | Board President | — | ||
| LAURIE BAKKUM | Board Member | — | ||
| ELAINE BULLENS | Board Member | — | ||
| MEGAN CONNERS | Board Member | — | ||
| KATIE GUYER | Board Member | — | ||
| PETE HOPKE | Board Member | — | ||
| GREG KEEL | Board Member | — | ||
| BILL TAUBMAN | Board Member | — | ||
| STEVE ZENZ | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
Request access
Score breakdown
Score breakdown
Financial resilience
40 / 100
weight 40%
Governance risk
55 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
50 / 100
Developing
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: 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 5.1% 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.