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
28
Score
Governance
50
Score
Financial
5
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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 14.4% | 28 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 15.1% | 30 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 14.2% | 42 | Fragile | Gov Risk | |
| 2020 | — | — | 12.7% | 42 | Fragile | Gov Risk | |
| 2019 | — | — | 10.0% | 26 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 5.9% | 28 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 10.4% | 26 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 3.6% | 29 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 10.9% | 26 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 1.1% | 35 | Financially Distressed | Decline Risk | |
| 2013 | — | — | 1.4% | 35 | Financially Distressed | Stable Watch | |
| 2012 | — | — | 3.7% | 35 | Financially Distressed | Stable Watch | |
| 2011 | — | — | 2.7% | 35 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHARLOTTE HAAS | Executive Dir. | 14.4% of Rev | ||
| PAUL KREIDER | Board President | — | ||
| JACK THOMPSON | Board Member | — | ||
| HEIDI DUNKLE | Secretary | — | ||
| KIRK HAAS | Treasurer | — | ||
| KRISTEN BROOKS | Board Member | — | ||
| MARLETTE CARTER | Board Member | — | ||
| CARYN GRESHAM | Board Member | — | ||
| JENNIE JAMIESON | Board Member | — | ||
| KEITH JACKSON | Board Member | — | ||
| GERALD MCGONIGLE | Board Member | — | ||
| LINDSAY WILLIAMS | Board Member | — | ||
| SEAN CERCONE | Board Member | — | ||
| DEBBIE DUNAWAY | Board Member | — | ||
| HANNAH HUTSON | Board Member | — | ||
| AMANDA STEVENS | Board Member | — | ||
| ABBIE BACKENSTOE | Board Member | — | ||
| RON JUSTICE | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHARLOTTE HAAS | Executive Dir. | 14.4% of Rev | ||
| PAUL KREIDER | Board President | — | ||
| HERB FAULKENBERRY | Board President | — | ||
| HEIDI DUNKLE | Secretary | — | ||
| KIRK HAAS | Treasurer | — | ||
| MEG BAUGHMAN | Board Member | — | ||
| MARLETTE CARTER | Board Member | — | ||
| ASHLEY FAULKNER | Board Member | — | ||
| CARYN GRESHAM | Board Member | — | ||
| JENNIE JAMIESON | Board Member | — | ||
| RENEE SAGGIO | Board Member | — | ||
| BETH LEFEVRE | Board Member | — | ||
| KEITH JACKSON | Board Member | — | ||
| GERALD MCGONIGLE | Board Member | — | ||
| BOBBY NICHOLAS | Board Member | — | ||
| RAY PRENDERGAST | Board Member | — | ||
| TIM RHODES | Board Member | — | ||
| JACK THOMPSON | Board Member | — | ||
| LINDSAY WILLIAMS | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHARLOTTE HAAS | Executive Dir. | 14.4% of Rev | ||
| PAUL KREIDER | Board President | — | ||
| HERB FAULKENBERRY | Board President | — | ||
| DEBBIE DUNAWAY | Secretary | — | ||
| KIRK HAAS | Treasurer | — | ||
| MEG BAUGHMAN | Board Member | — | ||
| MARLETTE CARTER | Board Member | — | ||
| HEIDI DUNKLE | Board Member | — | ||
| CARYN GRESHAM | Board Member | — | ||
| RON JUSTICE | Board Member | — | ||
| RENEE SAGGIO | Board Member | — | ||
| FRANKIE TACK | Board Member | — | ||
| KEITH JACKSON | Board Member | — | ||
| GERALD MCGONIGLE | Board Member | — | ||
| APRIL KAULL | Board Member | — | ||
| BOBBY NICHOLAS | Board Member | — | ||
| RAY PRENDERGAST | Board Member | — | ||
| TIM RHODES | Board Member | — | ||
| JACK THOMPSON | Board Member | — | ||
| LINDSAY WILLIAMS | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHARLOTTE HAAS | Executive Dir. | 14.4% of Rev | ||
| APRIL KAULL | Board President | — | ||
| RYAN UMINA | Board President | — | ||
| DEBBIE DUNAWAY | Secretary | — | ||
| KIRK HAAS | Treasurer | — | ||
| MEG BAUGHMAN | Board Member | — | ||
| DOMINICK CLAUDIO | Board Member | — | ||
| HERB FAULKENBERRY | Board Member | — | ||
| KENNEDY GILMORE | Board Member | — | ||
| RON JUSTICE | Board Member | — | ||
| RENEE SAGGIO | Board Member | — | ||
| FRANKIE TACK | Board Member | — | ||
| KEITH JACKSON | Board Member | — | ||
| GERALD MCGONIGLE | 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
5 / 100
weight 40%
Governance risk
50 / 100
weight 40%
Program scale
45 / 100
weight 20%
Overall
28 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 28 other orgs in WV with NTEE prefix A6.
Most-divergent component: financial score sits 60 points below the peer median (5 vs. 65).
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 14.4% 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.