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
46
Score
Governance
55
Score
Financial
30
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 | 7.5% | 46 | Financially Distressed | Recovery | |
| 2022 | — | — | 18.7% | 45 | Fragile | Gov Risk | |
| 2021 | — | — | 10.9% | 51 | Fragile | Recovery | |
| 2020 | — | — | 12.7% | 35 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 11.0% | 35 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 15.2% | 35 | Fragile | Recovery | |
| 2017 | — | — | 16.5% | 34 | Critical Intervention Needed | Gov Risk | |
| 2016 | — | — | 20.7% | 28 | Critical Intervention Needed | Gov Risk | |
| 2015 | — | — | 20.2% | 28 | Critical Intervention Needed | Gov Risk | |
| 2014 | — | — | 13.3% | 37 | Financially Distressed | Decline Risk | |
| 2013 | — | — | 8.3% | 29 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 7.7% | 34 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 4.2% | 35 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOHN C BARKER | Executive Director | 7.7% of Rev | ||
| FRANK CLOWES | Board President | — | ||
| DAVID FLEMING | Board President | — | ||
| PATRICIA ZAHARKO | Treasurer | — | ||
| DEBBIE W GREEN | Secretary | — | ||
| TINA BETZ | Board Member | — | ||
| GEORGE CHRISTENSEN | Board Member | — | ||
| JAMES M ELLISON | Board Member | — | ||
| TYLER HOLLOWAY | Board Member | — | ||
| NANCY HOUGH | Board Member | — | ||
| ANNE KELLIGREW ST CLAIR | Board Member | — | ||
| WILLIAM E KIRK III | Board Member | — | ||
| DAVID MCBRIDE | Board Member | — | ||
| GEORGE MELDRUM | Board Member | — | ||
| JESUS H DE LAS SALAS | Board Member | — | ||
| LAUREN EM RUSSELL | Board Member | — | ||
| WILLIAM WOJCIECHOWSKI | Board Member | — | ||
| ELIZABETH COCHRAN | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOHN C BARKER | Executive Director | 7.5% of Rev | ||
| FRANK CLOWES | Board President | — | ||
| CHARLES W BABCOCK | Board President | — | ||
| PATRICIA ZAHARKO | Treasurer | — | ||
| DEBBIE W GREEN | Secretary | — | ||
| TINA BETZ | Board Member | — | ||
| STUART BRAHS | Board Member | — | ||
| GEORGE CHRISTENSEN | Board Member | — | ||
| JAMES M ELLISON | Board Member | — | ||
| DAVID FLEMING | Board Member | — | ||
| TYLER HOLLOWAY | Board Member | — | ||
| NANCY HOUGH | Board Member | — | ||
| ANNE KELLIGREW ST CLAIR | Board Member | — | ||
| SHELLY A KINSELLA | Board Member | — | ||
| WILLIAM E KIRK III | Board Member | — | ||
| DAVID MCBRIDE | Board Member | — | ||
| GEORGE MELDRUM | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID AMADO | Board Member | 6.1% of Rev | ||
| JOHN C BARKER | Executive Director | 3.4% of Rev | ||
| DAVID J KUBACKI | Board President | — | ||
| CHARLES W BABCOCK | Board President | — | ||
| ALICE ROCHELLE HUGHES | Board President | — | ||
| PATRICIA ZAHARKO | Treasurer | — | ||
| DEBBIE LW GREEN | Secretary | — | ||
| MATTHEW D DIGUGLIELMO | Board Member | — | ||
| JAMES M ELLISON | Board Member | — | ||
| JIMI HONOCHICK | Board Member | — | ||
| SHELLY A KINSELLA | Board Member | — | ||
| MICHAEL MAXWELL | Board Member | — | ||
| DAVID MCBRIDE | Board Member | — | ||
| ROBERT STODDARD | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID AMADO | Board Member | 5.9% of Rev | ||
| ALAN JORDAN | Executive Director | 3.3% of Rev | ||
| JOHN C BARKER | Executive Director | 0.6% of Rev | ||
| DAVID J KUBACKI | Board President | — | ||
| CHARLES W BABCOCK | Board President | — | ||
| ALICE ROCHELLE HUGHES | Board President | — | ||
| PATRICIA ZAHARKO | Treasurer | — | ||
| DEBBIE LW GREEN | Secretary | — | ||
| MATTHEW D DIGUGLIELMO | Board Member | — | ||
| LANNY EDELSOHN | Board Member | — | ||
| JAMES M ELLISON | Board Member | — | ||
| JIMI HONOCHICK | Board Member | — | ||
| SHELLY A KINSELLA | Board Member | — | ||
| GREGORY LAVELLE | Board Member | — | ||
| MICHAEL MAXWELL | Board Member | — | ||
| DAVID MCBRIDE | Board Member | — | ||
| ROBERT STODDARD | 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
30 / 100
weight 40%
Governance risk
55 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
46 / 100
Developing
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 23 other orgs in DE with NTEE prefix A6.
Most-divergent component: program score sits 25 points above the peer median (60 vs. 35).
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 7.5% 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:
- 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.