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 | 18.4% | 35 | Financially Distressed | Decline Risk | |
| 2022 | — | — | — | 41 | Fragile | Decline Risk | |
| 2021 | — | — | — | 43 | Fragile | Recovery | |
| 2020 | — | — | 23.5% | 38 | Fragile | Decline Risk | |
| 2019 | — | — | — | 43 | Financially Distressed | Decline Risk | |
| 2018 | — | — | — | 51 | Fragile | Recovery | |
| 2017 | — | — | — | 43 | Financially Distressed | Decline Risk | |
| 2016 | — | — | — | 47 | Fragile | Stable Watch | |
| 2015 | — | — | — | 43 | Fragile | Decline Risk | |
| 2014 | — | — | — | 51 | Fragile | Stable Watch | |
| 2013 | — | — | — | 47 | Fragile | Recovery | |
| 2012 | — | — | — | 43 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BAILEY HARTLAGE | EXECUTIVE DI | 18.4% of Rev | ||
| AMY BARNHART | Board President | — | ||
| KATHY THOMPSON | VICE PRESIDE | — | ||
| AUNDREA PERKINS | Board Member | — | ||
| KERI KELLEY | Board Member | — | ||
| TRACY STILES | Board Member | — | ||
| MOLLY STINE | Board Member | — | ||
| BRANDI BANKS | Board Member | — | ||
| AMBER KASPER | Secretary | — | ||
| JEANNE NICKELL | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BAILEY HARTLAGE | EXECUTIVE DI | 19.3% of Rev | ||
| SAM FOWLER | EXECUTIVE DI | 3.0% of Rev | ||
| AMY BARNHART | Board President | — | ||
| ALMA KAHL | Board Member | — | ||
| ANDREA PERKINS | VICE PRESIDE | — | ||
| MARY COY | Board Member | — | ||
| LINDSEY SETTY | Board Member | — | ||
| KATHY THOMPSON | Board Member | — | ||
| JOHN LEASURE | Board Member | — | ||
| KATIE TRAPP | Board Member | — | ||
| MARY BAUGHMAN | Board Member | — | ||
| JUNE CLAYPOOL | Board Member | — | ||
| TRACY STILES | Board Member | — | ||
| JEANNE NICKELL | Board Member | — | ||
| KERI KELLEY | Board Member | — | ||
| MOLLY STINE | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 213 other orgs in OH with NTEE prefix A6.
Most-divergent component: financial score sits 11 points below the peer median (30 vs. 41).
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 18.4% 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- 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.