Steady State
Steady State
Market
Archetype
Mechanical
Natural
Tier
Developing
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
54
Score
Governance
55
Score
Financial
50
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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 6.2% | 54 | Fragile | Stable Watch | |
| 2022 | — | — | 7.7% | 54 | Fragile | Stable Watch | |
| 2021 | — | — | 8.7% | 54 | Fragile | Stable Watch | |
| 2020 | — | — | 8.9% | 54 | Fragile | Recovery | |
| 2019 | — | — | 9.2% | 52 | Fragile | Recovery | |
| 2018 | — | — | 11.6% | 51 | Fragile | Recovery | |
| 2017 | — | — | 11.0% | 49 | Fragile | Recovery | |
| 2016 | — | — | 14.6% | 43 | Fragile | Recovery | |
| 2015 | — | — | 15.7% | 41 | Fragile | Gov Risk | |
| 2014 | — | — | 9.2% | 49 | Fragile | Recovery | |
| 2013 | — | — | 11.3% | 41 | Financially Distressed | Decline Risk | |
| 2012 | — | — | 4.8% | 47 | Financially Distressed | Stable Watch | |
| 2011 | — | — | 5.4% | 46 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHELLE HARGRAVE | EXECUTIVE DI | 3.3% of Rev | ||
| TODD WOEBER | Treasurer | 1.8% of Rev | ||
| MELISSA MOHR | EXECUTIVE DI | 1.1% of Rev | ||
| ALEEZA SINGH | Board President | — | ||
| LEE GASTON | Treasurer | — | ||
| SAMUEL SKOREPA | VICE PRESIDE | — | ||
| KYLE CARTER | Board Member | — | ||
| JOE D'SOUZA | Board Member | — | ||
| DENISE GARRETT | Board Member | — | ||
| MARY LOU KOTECKI | Board Member | — | ||
| MARION MEGINNIS | Board Member | — | ||
| TOM TERRONEZ | Board Member | — | ||
| CAROLYN MARTIN | Board Member | — | ||
| NANCY DANICO | Board Member | — | ||
| MO HYDER | Board Member | — | ||
| CARMEN DARLAND | Secretary | — | ||
| DANA WILKINSON | Board Member | — | ||
| WYNNE SCHAFER | Board Member | — | ||
| TRACY SCHWIND | Board Member | — | ||
| ANNIKA TUNBERG | Board Member | — | ||
| JONATHAN BURNETT | Board Member | — | ||
| NEIL DAHLSTROM | Board Member | — | ||
| DAVID HERRELL | Board Member | — | ||
| DELIA MEIER | Board Member | — | ||
| SAM PILCHER | Board Member | — | ||
| ARCHANA WAGLE | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHELLE HARGRAVE | EXECUTIVE DI | 2.5% of Rev | ||
| TODD WOEBER | Treasurer | 2.0% of Rev | ||
| DON DOUCETTE | Board President | — | ||
| KEN KOUPAL | PAST PRESIDE | — | ||
| ALEEZA SINGH | VICE PRESIDE | — | ||
| LEE GASTON | Board Member | — | ||
| SAMUEL SKOREPA | Board Member | — | ||
| KYLE CARTER | Board Member | — | ||
| JOE D'SOUZA | Board Member | — | ||
| DENISE GARRETT | Board Member | — | ||
| SUSAN QUAIL | Board Member | — | ||
| MARY LOU KOTECKI | Board Member | — | ||
| MARION MEGINNIS | Board Member | — | ||
| TOM TERRONEZ | Board Member | — | ||
| CAROLYN MARTIN | Board Member | — | ||
| JULIANNE BROWN | Board Member | — | ||
| NANCY DANICO | Board Member | — | ||
| J HUNT HARRIS | Board Member | — | ||
| MO HYDER | Board Member | — | ||
| CARMEN DARLAND | Board Member | — | ||
| DANA WILKINSON | Board Member | — | ||
| WYNNE SCHAFER | Board Member | — | ||
| TRACY SCHWIND | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHELLE HARGRAVE | EXECUTIVE DI | 2.5% of Rev | ||
| TODD WOEBER | Treasurer | 1.7% of Rev | ||
| KEN KOUPAL | Board President | — | ||
| CINDY CARLSON | PAST PRESIDE | — | ||
| DON DOUCETTE | VICE PRESIDE | — | ||
| J HUNT HARRIS | Treasurer | — | ||
| SAMUEL SKOREPA | Secretary | — | ||
| KYLE CARTER | Board Member | — | ||
| JOE D'SOUZA | Board Member | — | ||
| DENISE GARRETT | Board Member | — | ||
| SUSAN QUAIL | Board Member | — | ||
| MARY LOU KOTECKI | Board Member | — | ||
| MARION MEGINNIS | Board Member | — | ||
| TOM TERRONEZ | Board Member | — | ||
| CAROLYN MARTIN | Board Member | — | ||
| ALEEZA SINGH | Board Member | — | ||
| NANCY DANICO | Board Member | — | ||
| KAY HALL | Board Member | — | ||
| DEBBY STAFFORD | Board Member | — | ||
| CARMEN DARLAND | Board Member | — | ||
| DANA WILKINSON | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TIMOTHY J SCHIFFER | EXECUTIVE DI | 2.0% of Rev | ||
| TODD WOEBER | Treasurer | 1.6% of Rev | ||
| CARMEN DARLAND | EXECUTIVE DI | 0.6% of Rev | ||
| MICHELLE HARGRAVE | EXECUTIVE DI | 0.3% of Rev | ||
| KEN KOUPAL | Board President | — | ||
| CINDY CARLSON | PAST PRESIDE | — | ||
| DON DOUCETTE | VICE PRESIDE | — | ||
| J HUNT HARRIS | Treasurer | — | ||
| SAMUEL SKOREPA | Secretary | — | ||
| KYLE CARTER | Board Member | — | ||
| JOE D'SOUZA | Board Member | — | ||
| DENISE GARRETT | Board Member | — | ||
| RICHARD LYNN | Board Member | — | ||
| SUSAN QUAIL | Board Member | — | ||
| MARY LOU KOTECKI | Board Member | — | ||
| MARION MEGINNIS | Board Member | — | ||
| GREG SCHERMER | Board Member | — | ||
| TOM TERRONEZ | Board Member | — | ||
| CAROLYN MARTIN | Board Member | — | ||
| ALEEZA SINGH | Board Member | — | ||
| NANCY DANICO | Board Member | — | ||
| KAY HALL | Board Member | — | ||
| DEBBY STAFFORD | Board Member | — |
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Score breakdown
Score breakdown
Financial resilience
50 / 100
weight 40%
Governance risk
55 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
54 / 100
Developing
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 13 other orgs in IA with NTEE prefix A2.
Most-divergent component: program score sits 35 points above the peer median (60 vs. 25).
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 6.2% 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.