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 | — | — | 6.5% | 50 | Fragile | Recovery | |
| 2022 | — | — | 12.8% | 48 | Fragile | Decline Risk | |
| 2021 | — | — | 10.9% | 52 | Fragile | Stable Watch | |
| 2020 | — | — | 8.1% | 54 | Fragile | Stable Watch | |
| 2019 | — | — | 6.8% | 54 | Fragile | Stable Watch | |
| 2018 | — | — | 3.3% | 55 | Fragile | Stable Watch | |
| 2017 | — | — | 1.4% | 55 | Fragile | Recovery | |
| 2016 | — | — | 4.4% | 45 | Financially Distressed | Decline Risk | |
| 2015 | — | — | 6.7% | 52 | Fragile | Recovery | |
| 2014 | — | — | 4.0% | 47 | Fragile | Stable Watch | |
| 2013 | — | — | 3.7% | 47 | Fragile | Decline Risk | |
| 2012 | — | — | 8.9% | 50 | Fragile | Stable Watch | |
| 2011 | — | — | 9.8% | 50 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MELISSA WALES | Board Member | 3.3% of Rev | ||
| KRISTI BROOKS | Board President | — | ||
| KRISTI KINNARD | Board President | — | ||
| JILL LUKAS | Treasurer | — | ||
| ABBY SAVING | Secretary | — | ||
| T VANNHYNING | Board Member | — | ||
| S AROCHO-WISE | Board Member | — | ||
| SAL BERTUNA | Board Member | — | ||
| TYRONE CARR | Board Member | — | ||
| EVA BLOOM | Board Member | — | ||
| JENNY POPE | Board Member | — | ||
| C KOPCHICK | Board Member | — | ||
| J ANTONUCCIO | Board Member | — | ||
| TERRY KOONS | Board Member | — | ||
| SUSAN HADLEY | Board Member | — | ||
| TIM PEACOCK | PROGRAM DRCTR | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MELISSA WALES | Board Member | 3.1% of Rev | ||
| TIM PEACOCK | PROGRAM DIRCTR | 3.1% of Rev | ||
| KRISTI BROOKS | Board President | — | ||
| KELLY HATAS | Board President | — | ||
| DAN STROH | Treasurer | — | ||
| MARY K WALSH | Secretary | — | ||
| JOSHANTONUCCIO | Board Member | — | ||
| S AROCHO-WISE | Board Member | — | ||
| RICK CAMINO | Board Member | — | ||
| KATHRYN COOPER | Board Member | — | ||
| SUSAN HARMONY | Board Member | — | ||
| KRISTI KINNARD | Board Member | — | ||
| JENNY POPE | Board Member | — | ||
| ABBY SAVING | Board Member | — | ||
| TED VAN HYNING | Board Member | — | ||
| FAITH KNUTSEN | ADVISORY | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TIM PEACOCK | PROGRAM DIRCTR | 3.3% of Rev | ||
| MELISSA WALES | EXECUTIVE DIR | 2.8% of Rev | ||
| FAITH KNUTSEN | Board President | — | ||
| KELLY HATAS | VICE CHAIRPRSN | — | ||
| DAN STROH | Treasurer | — | ||
| S AROCHO-WISE | Board Member | — | ||
| MIKI BROOKS | Board Member | — | ||
| RICK CAMINO | Board Member | — | ||
| VALERIEKINNARD | Board Member | — | ||
| DIANE MCVEY | Board Member | — | ||
| R CHAMBERLAIN | Board Member | — | ||
| KATHRYN COOPER | Board Member | — | ||
| MARY K WALSH | Board Member | — | ||
| SUSAN HARMONY | Board Member | — | ||
| KARL RUNSER | Board Member | — | ||
| MICHAEL MARK | Board Member | — | ||
| SIERRA MEEK | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 10 other orgs in OH with NTEE prefix A5.
Most-divergent component: financial score sits 5 points below the peer median (40 vs. 45).
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 6.5% sits within the sector's healthy band (18–22%).
What would change this score
No specific high-impact levers identified — this org's score is balanced across components.
Improving governance is a board decision. These are the levers.