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
45
Score
Governance
50
Score
Financial
35
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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 10.7% | 45 | Fragile | Gov Risk | |
| 2022 | — | — | 6.5% | 50 | Fragile | Recovery | |
| 2021 | — | — | 28.8% | 32 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 5.8% | 42 | Financially Distressed | Recovery | |
| 2019 | — | — | 10.2% | 41 | Financially Distressed | Decline Risk | |
| 2018 | — | — | 6.8% | 44 | Financially Distressed | Decline Risk | |
| 2017 | — | — | 6.7% | 46 | Financially Distressed | Decline Risk | |
| 2016 | — | — | 7.4% | 48 | Fragile | Decline Risk | |
| 2015 | — | — | 7.0% | 48 | Fragile | Decline Risk | |
| 2014 | — | — | 0.6% | 55 | Fragile | Recovery | |
| 2013 | — | — | — | 18 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 2.7% | 43 | Financially Distressed | Decline Risk | |
| 2011 | — | — | 2.2% | 45 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHRIS CARTER | Executive Director | 4.3% of Rev | ||
| ERIC JOHNSON | Board Member | 3.2% of Rev | ||
| REANNA BRADFORD | CHIEF FINANCIAL OFFICE | 3.1% of Rev | ||
| DENISE WATKINS | CHAIRMAN | — | ||
| LELAND YOUNKER PHD | Board President | — | ||
| HENRY HUFF | Treasurer | — | ||
| JEAN SHULER | Secretary | — | ||
| KELLY BOWERS | Board Member | — | ||
| NORM BURKHARD | Board Member | — | ||
| CIIKU NDUNGU-CASE | Board Member | — | ||
| KELLENE COUSINS | Board Member | — | ||
| DONA CRAWFORD | Board Member | — | ||
| JUDGE MARK EATON | Board Member | — | ||
| DYRELL FOSTER | Board Member | — | ||
| JEFF KASKEY | Board Member | — | ||
| JEANETTE KING | Board Member | — | ||
| LAYNE MARCEAU | Board Member | — | ||
| JOAN K SEPPALA | Board Member | — | ||
| MARK TIRSKA | Board Member | — | ||
| MICHAEL WEINER | Board Member | — | ||
| PHILIP R WENTE | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHRIS CARTER | Executive Director | 3.7% of Rev | ||
| ERIC JOHNSON | Board Member | 3.2% of Rev | ||
| REANNA BRADFORD | Treasurer | 2.5% of Rev | ||
| DENISE WATKINS | CHAIRMAN | — | ||
| LELAND YOUNKER PHD | Board President | — | ||
| JOAN K SEPPALA | Board President | — | ||
| HENRY HUFF | Treasurer | — | ||
| JEAN SHULER | Secretary | — | ||
| JEANETTE KING | Board Member | — | ||
| LAYNE MARCEAU | Board Member | — | ||
| JUDGE MARK EATON | Board Member | — | ||
| CHARLES HARTWIG | Board Member | — | ||
| KELLENE COUSINS | Board Member | — | ||
| WILLIAM DUNLOP TO AUG 2021 | Board Member | — | ||
| PHILIP R WENTE | Board Member | — | ||
| MICHAEL WEINER | Board Member | — | ||
| JEFF KASKEY | Board Member | — | ||
| DONA CRAWFORD | Board Member | — | ||
| KEN JONES | Board Member | — | ||
| KELLY BOWERS | Board Member | — | ||
| CIIKU NDUNGU-CASE | Board Member | — | ||
| DYRELL FOSTER | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHRIS CARTER | Executive Director | 2.4% of Rev | ||
| REANNA BRADFORD | Treasurer | 1.8% of Rev | ||
| SCOTT KENISON | Executive Director | 1.3% of Rev | ||
| JEANETTE KING | CHAIRMAN | — | ||
| JOAN K SEPPALA | Board President | — | ||
| HENRY HUFF | Treasurer | — | ||
| LELAND YOUNKER PHD | Secretary | — | ||
| DENISE WATKINS | Board President | — | ||
| LAYNE MARCEAU | Board Member | — | ||
| JUDGE MARK EATON | Board Member | — | ||
| JEAN SHULER | Board Member | — | ||
| CHARLES HARTWIG | Board Member | — | ||
| KELLENE COUSINS | Board Member | — | ||
| WILLIAM DUNLOP | Board Member | — | ||
| PHILIP R WENTE | Board Member | — | ||
| MICHAEL WEINER | Board Member | — | ||
| JEFF KASKEY | Board Member | — | ||
| DONA CRAWFORD | Board Member | — | ||
| KEN JONES | Board Member | — | ||
| TIM STULTZ | Board Member | — | ||
| KELLY BOWERS | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SCOTT KENISON | Executive Director | 4.6% of Rev | ||
| CHRIS CARTER | Executive Director | 2.8% of Rev | ||
| REANNA BRADFORD | Treasurer | 2.3% of Rev | ||
| JEANETTE KING | CHAIRMAN | — | ||
| JOAN K SEPPALA | Board President | — | ||
| HENRY HUFF | Treasurer | — | ||
| LELAND YOUNKER PHD | Secretary | — | ||
| DENISE WATKINS | VICE CHAIRMAN | — | ||
| NANCY BANKHEAD | Board Member | — | ||
| KELLENE COUSINS | Board Member | — | ||
| DONA CRAWFORD | Board Member | — | ||
| WILLIAM DUNLOP | Board Member | — | ||
| JUDGE MARK EATON | Board Member | — | ||
| CHARLES HARTWIG | Board Member | — | ||
| KEN JONES | Board Member | — | ||
| JEFF KASKEY | Board Member | — | ||
| JOSEPH MADDEN | Board Member | — | ||
| LAYNE MARCEAU | Board Member | — | ||
| TIM STULTZ | Board Member | — | ||
| JEAN SHULER | Board Member | — | ||
| MICHAEL WEINER | Board Member | — | ||
| PHILIP R WENTE | 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
35 / 100
weight 40%
Governance risk
50 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
45 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 171 other orgs in CA with NTEE prefix A2.
Most-divergent component: program score sits 30 points above the peer median (60 vs. 30).
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 10.7% sits within the sector's healthy band (18–22%).
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.