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.
Title
Representative Institutions
Institutional Epochs
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 22.6% | 47 | Fragile | Recovery | |
| 2022 | — | — | 17.0% | 43 | Fragile | Decline Risk | |
| 2021 | — | — | — | 47 | Fragile | Recovery | |
| 2020 | — | — | 24.1% | 41 | Fragile | Recovery | |
| 2019 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 43 | Fragile | Recovery | |
| 2015 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 33 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | — | 25 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KELLEN BOICE | Executive Director | 24.2% of Rev | ||
| JOEL RIECHE | Board President | — | ||
| SARA TELAHUN | Board President | — | ||
| DEYA THORIN | Secretary | — | ||
| JAMES PAYER II | Treasurer | — | ||
| MARK MILLAGE | Board Member | — | ||
| JAMES LANGDON | Board Member | — | ||
| CHASE KRAMER | Board Member | — | ||
| ERIN CASTLE | Board Member | — | ||
| SHANE WUEBBEN | Board Member | — | ||
| APRIL MEYERINK | Board Member | — | ||
| MAREN ENGLE | Board Member | — | ||
| WES EISENHAURER | Board Member | — | ||
| MARCY DIMOND | Board Member | — | ||
| MIKE JAMISON | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KELLEN BOICE | Executive Director | 21.1% of Rev | ||
| WES EISENHAURER | Board President | — | ||
| JOEL RIECHE | Board President | — | ||
| KARA CHRISTENSEN DYLLA | Secretary | — | ||
| JEFF HOLCOMB | Treasurer | — | ||
| MARCY DIMOND | Board Member | — | ||
| MIKE JAMISON | Board Member | — | ||
| CHASE KRAMER | Board Member | — | ||
| JAMES LANGDON | Board Member | — | ||
| MARK MILLAGE | Board Member | — | ||
| JAMES PAYER II | Board Member | — | ||
| BOYD PERKINS | Board Member | — | ||
| DEYA THORIN | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KELLEN BOICE | Executive Director | 18.2% of Rev | ||
| MIKE JAMISON | Board President | — | ||
| ALEX HAGEN | Board President | — | ||
| WES EISENHAUER | Board President | — | ||
| KIRA CHRISTENSEN DYLLA | Secretary | — | ||
| MARCY DIMOND | Treasurer | — | ||
| MOLLY MCCARTHY | Board Member | — | ||
| BOYD PERKINS | Board Member | — | ||
| CHASE KRAMER | Board Member | — | ||
| JEFF HOLCOMB | Board Member | — | ||
| ANN NACHTIGAL | Board Member | — | ||
| CLARA HART | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 21 other orgs in SD with NTEE prefix A6.
Most-divergent component: program score sits 12 points above the peer median (45 vs. 33).
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 22.6% 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 22.6% to under 22% of revenue — would move governance score by ~5 points.
Improving governance is a board decision. These are the levers.