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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 14.4% | 46 | Fragile | Gov Risk | |
| 2022 | — | — | 10.9% | 36 | Financially Distressed | Decline Risk | |
| 2021 | — | — | 22.7% | 32 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 8.3% | 35 | Financially Distressed | Decline Risk | |
| 2019 | — | — | 31.6% | 29 | Critical Intervention Needed | Gov Risk | |
| 2018 | — | — | 38.2% | 31 | Critical Intervention Needed | Gov Risk | |
| 2017 | — | — | 33.0% | 33 | Critical Intervention Needed | Gov Risk | |
| 2016 | — | — | — | 45 | Fragile | Stable Watch | |
| 2015 | — | — | — | 41 | Fragile | Decline Risk | |
| 2014 | — | — | — | 52 | Fragile | Recovery | |
| 2013 | — | — | — | 48 | Fragile | Decline Risk | |
| 2012 | — | — | 3.0% | 55 | Fragile | Stable Watch | |
| 2011 | — | — | 8.3% | 54 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Tyler Glidden | Executive Director | 16.2% of Rev | ||
| Luke Chennell | Board President | — | ||
| Gary Casebeer | Board President | — | ||
| Sandy Baldwin | Secretary | — | ||
| Dave Chartier | Treasurer | — | ||
| Janell Clary | Board Member | — | ||
| Lowell Flory | Board Member | — | ||
| Jeremy Nelson | Board Member | — | ||
| Joni Regnier | Board Member | — | ||
| Britta Erkelenz | Board Member | — | ||
| Laura Parks | Board Member | — | ||
| Austin Regier | Ex-Officio | — | ||
| Michael Schneider | Ex-Officio | — | ||
| Joe Harkins | Ex-Officio | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CARISSA SPECK | Board Member | 6.6% of Rev | ||
| TYLER GLIDDEN | Board Member | 0.4% of Rev | ||
| GARY CASEBEER | Board President | — | ||
| LUKE CHENNEL | VICE PRESIDE | — | ||
| SANDY BALDWIN | Secretary | — | ||
| DANIELA RIVAS | Board Member | — | ||
| NICK GREGORY | Board Member | — | ||
| LOWELL FLORY | Board Member | — | ||
| MARK HEIDEBRECHT | Board Member | — | ||
| MARTY SIGWING | Board Member | — | ||
| KRISTEN EGGER | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CARISSA SPECK | EXECUTIVE DI | 14.4% of Rev | ||
| GARY CASEBEER | Board President | — | ||
| LUKE CHENNELL | VICE PRESIDE | — | ||
| SYDNEY REICH | Secretary | — | ||
| LOWELL FLORY | Board Member | — | ||
| MARTY SIGWING | Board Member | — | ||
| MARK HEIDEBRECHT | Board Member | — | ||
| NICK GREGORY | Board Member | — | ||
| ANN ELLIOT | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CARISSA SPECK | EXECUTIVE DI | 8.4% of Rev | ||
| GARY CASEBEER | Board President | — | ||
| MIKE RAUSCH | VICE PRESIDE | — | ||
| SYDNEY REICH | Secretary | — | ||
| MARK HEIDEBRECHT | Board Member | — | ||
| MARTY SIGWING | Board Member | — | ||
| LUKE CHENNEL | Board Member | — | ||
| KARLEEN BROWN | Board Member | — | ||
| LOWELL FLORY | Board Member | — | ||
| ANN ELLIOT | Board Member | — | ||
| NICK GREGORY | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 8 other orgs in KS with NTEE prefix A5.
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 14.4% 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.