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 | — | |
| 2024 | Hidden | Hidden | 25.8% | 58 | Governance-Stressed | Recovery | |
| 2023 | — | — | — | 57 | Fragile | Recovery | |
| 2022 | — | — | 27.9% | 54 | Governance-Stressed | Gov Risk | |
| 2021 | — | — | — | 57 | Fragile | Recovery | |
| 2020 | — | — | — | 37 | Fragile | Recovery | |
| 2019 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 29 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | — | 25 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 29 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | — | 25 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 23 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 23 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 27 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Marcia Callicoat | Executive Director | 25.8% of Rev | ||
| Brad Winner | Board Member | — | ||
| Marsha Bumgardner | Treasurer | — | ||
| Jodi Thompson | Board Member | — | ||
| Bryan Thompson | Board Member | — | ||
| Dawn Allen | Board Member | — | ||
| Sara Artz | Board Member | — | ||
| Brett Gilbert | Board Member | — | ||
| Jan Murphy | Board Member | — | ||
| Matthew Smith | Board President | — | ||
| Gail Wilson | Board President | — | ||
| Melissa Lawson | Board Member | — | ||
| Stacie dundon | Board Member | — | ||
| Christian Walton | Board Member | — | ||
| Kelly Evans-Wilson | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Marcia Callicoat | Executive Director | 25.3% of Rev | ||
| Brad Winner | Board President | — | ||
| Beverly Titus | Board President | — | ||
| Marsha Bumgardner | Treasurer | — | ||
| Jodi Thompson | Board Member | — | ||
| Bryan Thompson | Board Member | — | ||
| Dawn Allen | Board Member | — | ||
| Sara Artz | Board Member | — | ||
| Brett Gilbert | Board Member | — | ||
| Jan Murphy | Board Member | — | ||
| Myrna Glassburn | Board Member | — | ||
| Greg Harvey | Board Member | — | ||
| Matthew Smith | Board Member | — | ||
| Gail Wilson | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 330 other orgs in OH with NTEE prefix A6.
Most-divergent component: financial score sits 45 points above the peer median (100 vs. 55).
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 25.8% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- Two consecutive years of deficit spending.
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).
- Reduce top-officer compensation from 25.8% to under 22% of revenue — would move governance score by ~8 points.
Improving governance is a board decision. These are the levers.