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
41
Score
Governance
42
Score
Financial
75
Score
Program
5
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
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 | 28.2% | 41 | Governance-Stressed | Gov Risk | |
| 2023 | — | — | — | 44 | Fragile | Recovery | |
| 2022 | — | — | 28.2% | 37 | Governance-Stressed | Recovery | |
| 2021 | — | — | 28.4% | 33 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | — | 54 | Fragile | Stable Watch | |
| 2019 | — | — | — | 54 | Fragile | Recovery | |
| 2018 | — | — | — | 49 | Fragile | Stable Watch | |
| 2017 | — | — | — | 49 | Fragile | Stable Watch | |
| 2016 | — | — | — | 51 | Fragile | Recovery | |
| 2015 | — | — | — | 43 | Fragile | Decline Risk | |
| 2014 | — | — | — | 51 | Fragile | Decline Risk | |
| 2013 | — | — | — | 55 | Fragile | Stable Watch | |
| 2012 | — | — | — | 55 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BEN LOCKE | CONDUCTOR | 28.2% of Rev | ||
| MAGIC MCBRIDE | Board President | — | ||
| MARY KEPPLE | VICE-PRESIDE | — | ||
| DAN LASKIN | Board Member | — | ||
| JUDY JONES | Treasurer | — | ||
| JANE COWLES | Board Member | — | ||
| REBECCA ABBOT | Board Member | — | ||
| SARAH GOSLEE REED | Board Member | — | ||
| DIANE HENWOOD | Board Member | — | ||
| JOHN RYERSON | Board Member | — | ||
| LINDA MICHAELS | Secretary | — | ||
| DIANNE MACK | Board Member | — | ||
| MARY COCHRAN | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BEN LOCKE | CONDUCTOR | 22.7% of Rev | ||
| MAGIC MCBRIDE | Board President | — | ||
| MARY KEPPLE | VICE-PRESIDE | — | ||
| DAN LASKIN | Board Member | — | ||
| JUDY JONES | Treasurer | — | ||
| JANE COWLES | Board Member | — | ||
| REBECCA ABBOT | Board Member | — | ||
| SARAH GOSLEE REED | Board Member | — | ||
| DIANE HENWOOD | Board Member | — | ||
| JOHN RYERSON | Board Member | — | ||
| LINDA MICHAELS | Secretary | — | ||
| DIANNE MACK | Board Member | — | ||
| MARY COCHRAN | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BEN LOCKE | CONDUCTOR | 22.7% of Rev | ||
| MAGIC MCBRIDE | Board President | — | ||
| MARY KEPPLE | VICE-PRESIDE | — | ||
| DUANE BARBER | Secretary | — | ||
| JUDY JONES | Treasurer | — | ||
| SARA LYNN KERR | Board Member | — | ||
| REBECCA ABBOT | Board Member | — | ||
| SARAH GOSLEE REED | Board Member | — | ||
| DIANE HENWOOD | Board Member | — | ||
| JOHN RYERSON | Board Member | — | ||
| LINDA MICHAELS | Secretary | — | ||
| DIANNE MACK | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MAGIC MCBRIDE | Board President | — | ||
| MARY KEPPLE | VICE-PRESIDE | — | ||
| DUANE BARBER | Secretary | — | ||
| JUDY JONES | Treasurer | — | ||
| BEN LOCKE | CONDUCTOR | — | ||
| SAM INGRAHAM DECEASED MAY 2020 | Board Member | — | ||
| SARA LYNN KERR | Board Member | — | ||
| ANN LAUDEMAN | Board Member | — | ||
| SARAH GOSLEE REED | Board Member | — | ||
| DIANE HENWOOD | Board Member | — | ||
| JOHN RYERSON | Board Member | — | ||
| LINDA MICHAELS | Board Member | — | ||
| ALAYNE WEGNER | Board Member | — | ||
| DAVID HOYT | Board Member | — | ||
| MAGIC MCBRIDE | Board President | — | ||
| MARY KEPPLE | VICE-PRESIDE | — | ||
| DUANE BARBER | Secretary | — | ||
| JUDY JONES | Treasurer | — | ||
| BEN LOCKE | CONDUCTOR | — | ||
| SARA LYNN KERR | Board Member | — | ||
| ANN LAUDEMAN | Board Member | — | ||
| SARAH GOSLEE REED | Board Member | — | ||
| DIANE HENWOOD | Board Member | — | ||
| JOHN RYERSON | Board Member | — | ||
| LINDA MICHAELS | Board Member | — | ||
| ALAYNE WEGNER | Board Member | — | ||
| DAVID HOYT | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
75 / 100
weight 40%
Governance risk
42 / 100
weight 40%
Program scale
5 / 100
weight 20%
Overall
41 / 100
Priority Review
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 25 points below the peer median (5 vs. 30).
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 28.2% is modestly above the sector's healthy band (18–22%) — worth monitoring.
What would change this score
The two changes that would most improve this score:
- Reduce top-officer compensation from 28.2% to under 22% of revenue — would move governance score by ~12 points.
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
Improving governance is a board decision. These are the levers.