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 |
|---|---|---|---|---|---|---|---|
| 2023 | — | — | 6.5% | 50 | Fragile | Recovery | |
| 2022 | — | — | 12.2% | 47 | Fragile | Recovery | |
| 2021 | — | — | 29.3% | 38 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 9.4% | 46 | Financially Distressed | Decline Risk | |
| 2019 | — | — | 9.7% | 46 | Financially Distressed | Decline Risk | |
| 2018 | — | — | 8.5% | 50 | Fragile | Stable Watch | |
| 2017 | — | — | 8.9% | 50 | Fragile | Stable Watch | |
| 2016 | — | — | 9.1% | 50 | Fragile | Stable Watch | |
| 2015 | — | — | 8.9% | 50 | Fragile | Recovery | |
| 2014 | — | — | 10.2% | 44 | Financially Distressed | Decline Risk | |
| 2013 | — | — | 8.8% | 50 | Fragile | Stable Watch | |
| 2012 | — | — | 9.2% | 50 | Fragile | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ROGER A HALL | Executive Director | 7.2% of Rev | ||
| JAY WARDESKA | Executive Director | 3.4% of Rev | ||
| DANIEL RUCKMAN | Board President | — | ||
| BRIAN STEVENS | Board President | — | ||
| ANN USHER | Board President | — | ||
| BRANDON DUVALL | Treasurer | — | ||
| JODI SMITH | Secretary | — | ||
| SHAWN REYNOLDS | EDITOR OF TRIAD | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ROGER A HALL | Executive Director | 7.8% of Rev | ||
| ANN USHER | Board President | — | ||
| DANIEL RUCKMAN | Board President | — | ||
| KATHLEEN MCGRADY | Board President | — | ||
| MICHAEL KELLY | Treasurer | — | ||
| ROBERT ANTONUCCI | Secretary | — | ||
| TERRI LENZO | EDITOR OF TRIAD | — |
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: 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.
Overall score has gone from 46 → 50 over 5 years (improving by 4 points).
What's driving this score
- Comp-to-revenue ratio of 6.5% sits within the sector's healthy band (18–22%).
- Two consecutive years of deficit spending.
What would change this score
The two changes that would most improve this score:
- Stabilize program expenses or grow earned-income revenue to break the consecutive-deficit pattern (~8 points to financial score).
Improving governance is a board decision. These are the levers.