Steady State
Steady State
Market
Archetype
Mechanical
Natural
Tier
Developing
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
48
Score
Governance
50
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
Steady State
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 11.3% | 48 | Fragile | Decline Risk | |
| 2022 | — | — | 14.4% | 48 | Fragile | Decline Risk | |
| 2021 | — | — | 14.3% | 52 | Fragile | Recovery | |
| 2020 | — | — | 13.1% | 42 | Financially Distressed | Decline Risk | |
| 2019 | — | — | 13.3% | 42 | Financially Distressed | Decline Risk | |
| 2018 | — | — | 12.5% | 42 | Financially Distressed | Decline Risk | |
| 2017 | — | — | 12.4% | 42 | Financially Distressed | Decline Risk | |
| 2016 | — | — | 13.7% | 44 | Financially Distressed | Decline Risk | |
| 2015 | — | — | 12.9% | 46 | Financially Distressed | Decline Risk | |
| 2014 | — | — | 13.3% | 48 | Fragile | Decline Risk | |
| 2013 | — | — | 13.8% | 48 | Fragile | Decline Risk | |
| 2012 | — | — | 8.0% | 54 | Fragile | Recovery | |
| 2011 | — | — | 19.2% | 47 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHAEL SPICER | EXECUTIVE DI | 12.1% of Rev | ||
| GILDA ALVAREZ | Board Member | — | ||
| ASHLEY BOWER | Board Member | — | ||
| KELLY BROWN | Secretary | — | ||
| WILLIAM BROWN | Board Member | — | ||
| SHAWNA CARTER | Board Member | — | ||
| RALITA CHEEKS | Board Member | — | ||
| JEFF EBEL | Board Member | — | ||
| ALEX ENGELLAND | Board President | — | ||
| PATRICK HOFFMAN | VICE PRESIDE | — | ||
| SUE HOLMES | Board Member | — | ||
| BOB JONES | Board Member | — | ||
| MATT PERRY | Board Member | — | ||
| AMY SCHREINER | Treasurer | — | ||
| MARC SHEFORGEN | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHAEL SPICER | EXECUTIVE DI | 11.3% of Rev | ||
| GILDA ALVAREZ | Board Member | — | ||
| ASHLEY BOWER | Board Member | — | ||
| KELLY BROWN | Board Member | — | ||
| WILLIAM BROWN | Board Member | — | ||
| SHAWNA CARTER | Board Member | — | ||
| RALITA CHEEKS | Board Member | — | ||
| JEFF EBEL | Board Member | — | ||
| ALEX ENGELLAND | Secretary | — | ||
| MICHAEL FREELAND | Board Member | — | ||
| MANDI GRABER | Board President | — | ||
| PATRICK HOFFMAN | VICE PRESIDE | — | ||
| SUE HOLMES | Board Member | — | ||
| BOB JONES | Board Member | — | ||
| LUCI LARSON | Board Member | — | ||
| MATT PERRY | Board Member | — | ||
| AMY SCHREINER | Treasurer | — | ||
| MARC SHEFORGEN | Board Member | — | ||
| CAROLYN SICHLEY | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHAEL SPICER | EXECUTIVE DI | 15.7% of Rev | ||
| CHAZ COBERLY | Board President | — | ||
| MICHAEL FREELAND | VICE PRESIDE | — | ||
| MANDI GRABER | Secretary | — | ||
| BOB SALEM | Treasurer | — | ||
| KATHY MARTIN | Board Member | — | ||
| JUANELLE GARRETSON | Board Member | — | ||
| JULIE GOETZ | Board Member | — | ||
| LUCI LARSON | Board Member | — | ||
| SCOTT PRICE | Board Member | — | ||
| AMY SCHREINER | Board Member | — | ||
| CAROLYN SICHLEY | Board Member | — | ||
| MARC SHEFORGEN | Board Member | — | ||
| GILDA ALVAREZ | Board Member | — | ||
| BOB JONES | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHAEL SPICER | EXECUTIVE DI | 11.3% of Rev | ||
| CHAZ COBERLY | Board President | — | ||
| MICHAEL FREELAND | VICE PRESIDE | — | ||
| MANDI GRABER | Secretary | — | ||
| BOB SALEM | Treasurer | — | ||
| PAM JONES | Board Member | — | ||
| JUANELLE GARRETSON | Board Member | — | ||
| JULIE GOETZ | Board Member | — | ||
| JARED HIATT | Board Member | — | ||
| LUCI LARSON | Board Member | — | ||
| SCOTT PRICE | Board Member | — | ||
| AMY SCHREINER | Board Member | — | ||
| CAROLYN SICHLEY | Board Member | — | ||
| MARC SHEFORGEN | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHAEL SPICER | EXECUTIVE DI | 12.3% of Rev | ||
| CHAZ COBERLY | Board President | — | ||
| MICHAEL FREELAND | VICE PRESIDE | — | ||
| AMANDA GRABER | Secretary | — | ||
| BOB SALEM | Treasurer | — | ||
| JUANELLE GARRETSON | Board Member | — | ||
| JULIE GOETZ | Board Member | — | ||
| JARED HIATT | Board Member | — | ||
| LUCI LARSON | Board Member | — | ||
| SCOTT PRICE | Board Member | — | ||
| AMY SCHREINER | Board Member | — | ||
| CAROLYN SICHLEY | Board Member | — | ||
| MARC SHEFORGEN | Board Member | — | ||
| PAM JONES | Board Member | — | ||
| RICHARD PAULS | Board Member | — | ||
| LEXY SCHWARZ | 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
40 / 100
weight 40%
Governance risk
50 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
48 / 100
Developing
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 74 other orgs in KS with NTEE prefix A6.
Most-divergent component: program score sits 28 points above the peer median (60 vs. 32).
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 11.3% 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.