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
39
Score
Governance
50
Score
Financial
35
Score
Program
30
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 | — | — | — | 39 | Fragile | Recovery | |
| 2022 | — | — | — | 30 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | — | 27 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | — | 26 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | — | 35 | Financially Distressed | Stable Watch | |
| 2018 | — | — | — | 35 | Financially Distressed | Recovery | |
| 2017 | — | — | — | 31 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 31 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 31 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 35 | Financially Distressed | Recovery | |
| 2012 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 35 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| HELEN DAVIS | Board President | — | ||
| SUE BENCH | Secretary | — | ||
| SUSAN SMITH | Secretary | — | ||
| ANN DECKER | Treasurer | — | ||
| MONA S NEWELL | Board President | — | ||
| MICHELE OBERST | Board President | — | ||
| SUZANNE SPENCER | Board President | — | ||
| PAULA ROBERTS | Board President | — | ||
| ASHLEY ROSE SCHNEIDER | Board President | — | ||
| LINDSAY VALLANDINGHAM | Board President | — | ||
| MARGIE HARBST | Board Member | — | ||
| CAROL WHAYNE | Board Member | — | ||
| NANCY NAXERA | Board Member | — | ||
| MOLLIE SMITH | Board Member | — | ||
| PAULA HARSHAW | Board Member | — | ||
| ANNE TIPTON | Board Member | — | ||
| WINONA SHIPREK | Board Member | — | ||
| RITA BELL | Board Member | — | ||
| CAROL HEBEL | Board Member | — | ||
| JOHN MALLOY | Board Member | — | ||
| PAM BRASHEAR | Board Member | — | ||
| JEANNE JAMES | Board Member | — | ||
| SHARON OWENS | Board Member | — | ||
| MACKEY MIDDLETON | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CAROL WHAYNE | Board Member | — | ||
| NANCY NAXERA | Board Member | — | ||
| ROYCELEA SCOTT | Board Member | — | ||
| MOLLIE SMITH | Board Member | — | ||
| PAULA HARSHAW | Board Member | — | ||
| ANNE TIPTON | Board Member | — | ||
| WINONA SHIPREK | Board Member | — | ||
| RITA BELL | Board Member | — | ||
| CAROL HEBEL | Board Member | — | ||
| JOHN MALLOY | Board Member | — | ||
| MARGUERITE ROWLAND | Board Member | — | ||
| PAM BRASHEAR | Board Member | — | ||
| JEANNA JAMES | Board Member | — | ||
| LINDSAY VALLANDINGHAM | Board President | — | ||
| SUE BENCH | Secretary | — | ||
| SUSAN SMITH | Secretary | — | ||
| ANN DECKER | Treasurer | — | ||
| MONA S NEWELL | Board President | — | ||
| MICHELE OBERST | Board President | — | ||
| SUZANNE SPENCER | Board President | — | ||
| PAULA ROBERTS | Board President | — | ||
| ASHLEY ROSE SCHNEIDER | Board President | — | ||
| HELEN DAVIS | Board President | — | ||
| MARCIA MURPHY | Board Member | — | ||
| MARGIE HARBST | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MONA S NEWELL | Board President | — | ||
| CAROLYN MARLOWE | Secretary | — | ||
| SUE BENCH | Secretary | — | ||
| ANN DECKER | Treasurer | — | ||
| RANDI AUSTIN | Board President | — | ||
| ANNE TIPTON | Board President | — | ||
| LIZ RORKE | Board President | — | ||
| MARGUERITE ROWLAND | Board President | — | ||
| MICHELE OBERST | Board President | — | ||
| WINNONA SHIPREK | Board President | — | ||
| LINDSAY VALLANDINGHAM | Board President | — | ||
| RITA BELL | Board President | — | ||
| CAROL HEBEL | Board President | — | ||
| MARTHA BAXTER | Board President | — | ||
| RUTH SCULLY | Board President | — | ||
| SUZANNE SPENCER | Board President | — | ||
| MARCIA MURPHY | Board Member | — | ||
| MARGIE HARBST | Board Member | — | ||
| HARRIET TREITZ | Board Member | — | ||
| CAROL WHAYNE | Board Member | — | ||
| SUZANNE WHAYNE | Board Member | — | ||
| MARGARET IRVIN | Board Member | — | ||
| DOROTHY NIX | Board Member | — | ||
| JEANNE JAMES | Board Member | — | ||
| JANET FALK | Board Member | — | ||
| SARA HUGGINS | Board Member | — | ||
| NANCY NAXERA | Board Member | — | ||
| HELEN DAVIS | Board Member | — | ||
| ROYCELEA SCOTT | Board Member | — | ||
| MOLLIE SMITH | Board Member | — | ||
| MARY ANNE ARNOLD | Board Member | — | ||
| PAM BRASHEAR | Board Member | — | ||
| PAULA HARSHAW | Board Member | — | ||
| AMY SLOBODA | 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
35 / 100
weight 40%
Governance risk
50 / 100
weight 40%
Program scale
30 / 100
weight 20%
Overall
39 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 55 other orgs in KY with NTEE prefix A6.
Most-divergent component: financial score sits 3 points below the peer median (35 vs. 38).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
What's driving this score
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- Net assets declined for 3 consecutive years of deficit spending; cash runway narrowing.
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).
- 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.