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
38
Score
Governance
50
Score
Financial
15
Score
Program
45
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 | — | 38 | Financially Distressed | Recovery | |
| 2022 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 42 | Fragile | Stable Watch | |
| 2020 | — | — | — | 42 | Fragile | Recovery | |
| 2019 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 26 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | — | 26 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 36.5% | 23 | Critical Intervention Needed | Gov Risk | |
| 2015 | — | — | 32.4% | 25 | Critical Intervention Needed | Gov Risk | |
| 2014 | — | — | 37.7% | 25 | Critical Intervention Needed | Gov Risk | |
| 2013 | — | — | 54.8% | 32 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | 12.1% | 33 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KERRY HABERKERN | Executive Director | 20.9% of Rev | ||
| JOEY BRAUGHTON | Treasurer | — | ||
| KRIS CANNON-JACKSON | Secretary | — | ||
| MARKEE DENNIS | Board Member | — | ||
| JENNIFER HAMBRICK | Board Member | — | ||
| GREG MURPHY | VICE PRESIDE | — | ||
| RANDY MURRAY | Board Member | — | ||
| VALERIE PEART | Board Member | — | ||
| PAMELA A PRICE | Board Member | — | ||
| LUKE STEDKE | Board President | — | ||
| KATIE OTT ZEHNDER | Board Member | — | ||
| GREG ZUNKIEWICZ | Board Member | — | ||
| VERONICA FENNEY -OKAFOR | Board Member | — | ||
| JOEY BRAUGHTON | Treasurer | — | ||
| ANTOINE CLARK | Board Member | — | ||
| KERRY HABERKERN | Executive Director | — | ||
| JENNIFER HAMBRICK | Board Member | — | ||
| GREG MURPHY | Board Member | — | ||
| RANDY MURRAY | Board Member | — | ||
| VALERIE PEART | Board Member | — | ||
| PAMELA A PRICE | Board Member | — | ||
| KRIS CANNON-JACKSON | Secretary | — | ||
| LUKE STEDKE | VICE PRESIDE | — | ||
| KATIE OTT ZEHNDER | Board President | — | ||
| GREG ZUNKIEWICZ | Treasurer | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANTOINE CLARK | Board Member | — | ||
| BETSY GILLESPIE | Board Member | — | ||
| BUD BRAUGHTON | Board Member | — | ||
| EMILY PASSIAS | Board Member | — | ||
| JENNIFER HAMBRICK | Board Member | — | ||
| PAMELA A PRICE | Board Member | — | ||
| RANDY MURRAY | Board Member | — | ||
| RENEE MALLETT | Board Member | — | ||
| SAMUEL F 'SAM' PAYNE SR | Board Member | — | ||
| VERONICA FENNEY -OKAFOR | Board Member | — | ||
| GREG ZUNKIEWICZ | Board Member | — | ||
| KATIE OTT ZEHNDER | Board President | — | ||
| LUKE STEDKE | Board President | — | ||
| STEVE MELLUM | TREASURE | — | ||
| MINDY JUSTIS | Secretary | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| VERONICA FENNEY-OKAFOR | Board Member | — | ||
| EMILY PASSIS | Board Member | — | ||
| CATHY BALLENGER | Board Member | — | ||
| ANNE GARCIA | Board Member | — | ||
| DIANE PETERSON | Board Member | — | ||
| BETSY GILLESPIE | Board Member | — | ||
| DOUG SADLER | Board Member | — | ||
| WILLIAM BALLENGER | Board Member | — | ||
| JENNIFER HAMBRICK | Board Member | — | ||
| RENEE MALLETT | Board Member | — | ||
| ANTOINE CLARK | Board Member | — | ||
| BUD BRAUGHTON | Board Member | — | ||
| JOY MEDLOCK | Board Member | — | ||
| LUKE STEDKE | Board Member | — | ||
| MINDY JUSTIS | Board Member | — | ||
| PAMELA A PRICE | Board Member | — | ||
| RANDY MURRAY | Board Member | — | ||
| SAMUEL F 'SAM' PAYNE SR | Board Member | — | ||
| GREG ZUNKIEWICZ | Board Member | — | ||
| KIM KIRTLAND | Board Member | — | ||
| KATIE OTT ZEHNDER | Board President | — | ||
| STEVE MELLUM | TREASURE | — | ||
| CHASE MCCANTS | Secretary | — | ||
| ANNE LEAK | Board President | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
15 / 100
weight 40%
Governance risk
50 / 100
weight 40%
Program scale
45 / 100
weight 20%
Overall
38 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 329 other orgs in OH with NTEE prefix A6.
Most-divergent component: financial score sits 40 points below the peer median (15 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
- 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.