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
40
Score
Governance
55
Score
Financial
15
Score
Program
60
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 | 7.2% | 40 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 9.0% | 40 | Financially Distressed | Decline Risk | |
| 2021 | — | — | 8.1% | 50 | Fragile | Stable Watch | |
| 2020 | — | — | 6.7% | 50 | Fragile | Recovery | |
| 2019 | — | — | 7.3% | 44 | Fragile | Decline Risk | |
| 2018 | — | — | 8.5% | 50 | Fragile | Recovery | |
| 2017 | — | — | 9.7% | 40 | Financially Distressed | Recovery | |
| 2016 | — | — | — | 48 | Fragile | Recovery | |
| 2015 | — | — | 6.5% | 44 | Fragile | Recovery | |
| 2014 | — | — | 11.9% | 37 | Financially Distressed | Recovery | |
| 2013 | — | — | 13.5% | 29 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 11.3% | 34 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 8.8% | 36 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KRISTEN CHESAK | EXECUTIVE DI | 7.2% of Rev | ||
| BOB MILLER | Board President | — | ||
| SIMON A THALMANN | VICE PRESIDE | — | ||
| JACQUELYN DEWATERS | Treasurer | — | ||
| NADEAN KNIGHT | Secretary | — | ||
| JOEL AMOS | Board Member | — | ||
| MICHAEL BEYENE | Board Member | — | ||
| SHONDA BUCHANAN | Board Member | — | ||
| KANDY GRADY | Board Member | — | ||
| THOMAS HAMANN | Board Member | — | ||
| BECKY HARTZELL | Treasurer | — | ||
| KAYLYNN LINSLEY | Treasurer | — | ||
| MONTANA MAJOR | Treasurer | — | ||
| NICOLE MARQUES | Board Member | — | ||
| REMI HARRINGTON | Board Member | — | ||
| ROBIN NOTT | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KRISTEN CHESAK | EXECUTIVE DI | 7.2% of Rev | ||
| BOB MILLER | Board President | — | ||
| SIMON A THALMANN | VICE PRESIDE | — | ||
| JACQUELYN DEWATERS | Treasurer | — | ||
| NADEAN KNIGHT | Secretary | — | ||
| JOEL AMOS | Board Member | — | ||
| LAUREN CARNEY | Board Member | — | ||
| THOMAS HAMANN | Board Member | — | ||
| REBECCA HARTZELL | Board Member | — | ||
| KANDY GRADY | Board Member | — | ||
| MONTANA MAJOR | Board Member | — | ||
| REMI HARRINGTON | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KRISTEN CHESAK | EXECUTIVE DI | 7.0% of Rev | ||
| THOMAS HAMANN | Board Member | — | ||
| REBECCA HARTZELL | Board Member | — | ||
| TIM KILMARTIN | Board Member | — | ||
| ROBERT MILLER | Board Member | — | ||
| SIMON THALMANN | Board Member | — | ||
| ZAC BAUER | Board Member | — | ||
| ANGELITA AGUILAR | Board President | — | ||
| JOHN OLIVER | VICE PRESIDE | — | ||
| ERIC JOHNSON | Treasurer | — | ||
| MARISSA HARRINGTON | Secretary | — | ||
| LAUREN CARNEY | Board Member | — | ||
| CHERYL DICKSON | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KRISTEN CHESAK | EXECUTIVE DI | 6.8% of Rev | ||
| LAURA LATIOLAIS | Board President | — | ||
| ANGELITA AGUILAR | VICE PRESIDE | — | ||
| ERIC JOHNSON | Treasurer | — | ||
| MARISSA HARRINGTON | Secretary | — | ||
| KURT SHERWOOD | Board Member | — | ||
| NINA RUIZ | Board Member | — | ||
| CHERYL DICKSON | Board Member | — | ||
| THOMAS HAMANN | Board Member | — | ||
| REBECCA HARTZELL | Board Member | — | ||
| TIM KILMARTIN | Board Member | — | ||
| ROBERT MILLER | Board Member | — | ||
| TAVIAN NAPIER | Board Member | — | ||
| ZAC BAUER | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KRISTEN CHESAK | EXECUTIVE DI | 6.6% of Rev | ||
| LAURA LATIOLAIS | Board President | — | ||
| ANGELITA AGUILAR | VICE PRESIDE | — | ||
| ERIC JOHNSON | Treasurer | — | ||
| KURT SHERWOOD | Secretary | — | ||
| REM CABRERA | Board Member | — | ||
| CHERYL DICKSON | Board Member | — | ||
| THOMAS HAMANN | Board Member | — | ||
| MARISSA HARRINGTON | Board Member | — | ||
| REBECCA HARTZELL | Board Member | — | ||
| TIM KILMARTIN | Board Member | — | ||
| ROBERT MILLER | Board Member | — | ||
| TAVIAN NAPIER | 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
15 / 100
weight 40%
Governance risk
55 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
40 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 45 other orgs in MI with NTEE prefix A2.
Most-divergent component: financial score sits 29 points below the peer median (15 vs. 44).
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 7.2% sits within the sector's healthy band (18–22%).
- 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.