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 | 6.2% | 46 | Fragile | Recovery | |
| 2023 | — | — | 39.0% | 28 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 39.8% | 28 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 42.6% | 28 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 42.4% | 32 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | 38.5% | 32 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 35.2% | 31 | Critical Intervention Needed | Gov Risk | |
| 2017 | — | — | 37.8% | 29 | Critical Intervention Needed | Gov Risk | |
| 2016 | — | — | 35.6% | 31 | Critical Intervention Needed | Gov Risk | |
| 2015 | — | — | 37.9% | 33 | Critical Intervention Needed | Gov Risk | |
| 2014 | — | — | 33.4% | 35 | Critical Intervention Needed | Gov Risk | |
| 2013 | — | — | 32.4% | 35 | Critical Intervention Needed | Gov Risk | |
| 2012 | — | — | 23.8% | 47 | Fragile | Gov Risk | |
| 2011 | — | — | 18.1% | 47 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TOM BALLMER | EXECUTIVE DI | 6.2% of Rev | ||
| TALITHA ALLEN | Board Member | — | ||
| HOLLY BHANGOO | Board Member | — | ||
| MATT BRADLEY | Board Member | — | ||
| JOE FRYE | Board Member | — | ||
| LIZ ILES | Board Member | — | ||
| LORI RATTAY | Board Member | — | ||
| JENNIFER SCHLITTER | Board Member | — | ||
| LISA SOIFER | Board Member | — | ||
| PAUL BARTHOLOMEW | Board President | — | ||
| SID BOHLS | Secretary | — | ||
| BRIGID CHRISTIANSON | VICE PRESIDE | — | ||
| SHANNON LERDAL | Treasurer | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TOM BALLMER | EXEC. DIR. | 36.1% of Rev | ||
| TOM BALLMER | EXEC. DIR. | 35.8% of Rev | ||
| PAUL BARTHOLOMEW | Board President | — | ||
| DAN GERRIETTS | Board President | — | ||
| BRUCE LONG | Board Member | — | ||
| MATT BRADLEY | Board Member | — | ||
| TAMMY HRUBETZ | Treasurer | — | ||
| SHANNON LERDAL | Board Member | — | ||
| LISA SOIFER | Board Member | — | ||
| SID BOHLS | Secretary | — | ||
| BRIGID CHRISTIANSON | Board Member | — | ||
| BRIAN TREUX | Board Member | — | ||
| PAUL BARTHOLOMEW | Board President | — | ||
| DAN GERRIETTS | Board President | — | ||
| BRUCE LONG | Board Member | — | ||
| MATT BRADLEY | Board Member | — | ||
| TAMMY HRUBETZ | Treasurer | — | ||
| SHANNON LERDAL | Board Member | — | ||
| LISA SOIFER | Board Member | — | ||
| SID BOHLS | Secretary | — | ||
| BRIGID CHRISTIANSON | Board Member | — | ||
| BRIAN TREUX | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TOM BALLMER | EXEC. DIR. | 32.5% of Rev | ||
| JASON BULTJE | Board President | — | ||
| BRIAN BAUER | Board President | — | ||
| BRUCE LONG | Board Member | — | ||
| CHRIS HAGER | Board Member | — | ||
| TAMMY HRUBETZ | Treasurer | — | ||
| JAMIE MALEK | Board Member | — | ||
| PAUL BARTHOLOMEW | Board Member | — | ||
| SID BOHLS | Secretary | — | ||
| BRIGID CHRISTIANSON | Board Member | — | ||
| DAN GERRIETTS | Board Member | — | ||
| JEANNE HANSEN | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 112 other orgs in IA with NTEE prefix A6.
Most-divergent component: program score sits 16 points above the peer median (45 vs. 29).
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 6.2% sits within the sector's healthy band (18–22%).
What would change this score
No specific high-impact levers identified — this org's score is balanced across components.
Improving governance is a board decision. These are the levers.