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
37
Score
Governance
45
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
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 | — | — | 17.0% | 37 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 15.9% | 39 | Financially Distressed | Decline Risk | |
| 2021 | — | — | 20.6% | 41 | Fragile | Decline Risk | |
| 2020 | — | — | 20.6% | 43 | Fragile | Gov Risk | |
| 2019 | — | — | 19.8% | 43 | Fragile | Decline Risk | |
| 2018 | — | — | 7.9% | 54 | Fragile | Stable Watch | |
| 2017 | — | — | 1.8% | 55 | Fragile | Recovery | |
| 2016 | — | — | 10.0% | 46 | Fragile | Recovery | |
| 2015 | — | — | 28.8% | 30 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 32.8% | 30 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 28.3% | 40 | Critical Intervention Needed | Gov Risk | |
| 2012 | — | — | 39.6% | 38 | Fragile | Gov Risk | |
| 2011 | — | — | 31.1% | 38 | Fragile | Gov Risk |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LOIS BRACE | Executive Director | 17.1% of Rev | ||
| LISA SNOW | Board President | — | ||
| JACOB LEHNEN | Treasurer | — | ||
| JOE LONG | Board President | — | ||
| KERRY DUBBERT | Secretary | — | ||
| JOHN PASLEY | Board Member | — | ||
| BOB FENLON | Board Member | — | ||
| CARA MILLER | Board Member | — | ||
| LENNETTE BROWN | Board Member | — | ||
| ROB DALTON | Board Member | — | ||
| BRIAN HAEFFNER | Board Member | — | ||
| PAUL JONES | Board Member | — | ||
| BOB MCINTOSH | Board Member | — | ||
| LINDSY ISGRIG | Board Member | — | ||
| JOE LONG | Board Member | — | ||
| LESLIE NEWTON | Board Member | — | ||
| MARK WEAVER | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LOIS BRACE | Executive Director | 16.2% of Rev | ||
| LISA SNOW | Secretary | — | ||
| MARK WEAVER | Treasurer | — | ||
| BRUCE KASUBKE | Board President | — | ||
| KATE BECKER | Board Member | — | ||
| JOHN PASLEY | Board Member | — | ||
| JUSTIN HAMM | Board Member | — | ||
| CARA MILLER | Board President | — | ||
| LENNETTE BROWN | Board Member | — | ||
| ROB DALTON | Board Member | — | ||
| TAD DOBYNS | Board Member | — | ||
| LYNN HILLIS | Board Member | — | ||
| BROOKE JAMISON | Board Member | — | ||
| VIVIAN MILLER | Board Member | — | ||
| CALLIE WILBURN | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LOIS BRACE | Executive Director | 18.6% of Rev | ||
| LISA SNOW | Secretary | — | ||
| DON DECKER | Treasurer | — | ||
| BRUCE KASUBKE | Board President | — | ||
| MARK WEAVER | Board Member | — | ||
| BARB GREEN | Board Member | — | ||
| KATE BECKER | Board Member | — | ||
| JOHN PASLEY | Board Member | — | ||
| JUSTIN HAMM | Board Member | — | ||
| CARA MILLER | Board President | — | ||
| LENNETTE BROWN | Board Member | — | ||
| ROB DALTON | Board Member | — | ||
| TAD DOBYNS | Board Member | — | ||
| LYNN HILLIS | Board Member | — | ||
| BROOKE JAMISON | Board Member | — | ||
| VIVIAN MILLER | Board Member | — | ||
| CALLIE WILBURN | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LOIS BRACE | Executive Director | 16.2% of Rev | ||
| LISA SNOW | Secretary | — | ||
| DON DECKER | Treasurer | — | ||
| BRUCE KASUBKE | Board President | — | ||
| MARK WEAVER | Board Member | — | ||
| BARB GREEN | Board Member | — | ||
| KATE BECKER | Board Member | — | ||
| JOHN PASLEY | Board Member | — | ||
| JUSTIN HAMM | Board Member | — | ||
| CARA MILLER | Board President | — | ||
| LENNETTE BROWN | Board Member | — | ||
| ROB DALTON | Board Member | — | ||
| TAD DOBYNS | Board Member | — | ||
| LYNN HILLIS | Board Member | — | ||
| BROOKE JAMISON | Board Member | — | ||
| VIVIAN MILLER | Board Member | — | ||
| CALLIE WILBURN | 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
45 / 100
weight 40%
Program scale
45 / 100
weight 20%
Overall
37 / 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 MO 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 17.0% sits within the sector's healthy band (18–22%).
- 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- Build cash reserves to at least 3 months of operating expenses — moves financial resilience score meaningfully (~10 points).
Improving governance is a board decision. These are the levers.