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.
Title
Representative Institutions
Institutional Epochs
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | 34 | Critical Intervention Needed | Recovery | |
| 2023 | — | — | — | 37 | Financially Distressed | Stable Watch | |
| 2022 | — | — | 12.7% | 41 | Financially Distressed | Recovery | |
| 2021 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | — | 32 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | — | 31 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 37 | Financially Distressed | Recovery | |
| 2016 | — | — | — | 39 | Fragile | Stable Watch | |
| 2015 | — | — | — | 39 | Fragile | Stable Watch | |
| 2014 | — | — | — | 39 | Fragile | Recovery | |
| 2013 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 45 | Fragile | Recovery | |
| 2011 | — | — | — | 39 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BOB MEYER | Board Member | — | ||
| JAMES PLEGGENKUHLE | Board President | — | ||
| BONNIE REISNER | Secretary | — | ||
| DOYLE WEGNER | Board President | — | ||
| SHELLEY BOHLE | Treasurer | — | ||
| MATTHEW CAHOY | MANAGER | — | ||
| LAUREN MATURA | MANAGER | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LAUREN MATURA | MANAGER | 13.0% of Rev | ||
| MATTHEW CAHOY | MANAGER | 8.1% of Rev | ||
| SHELLEY BOHLE | Treasurer | 3.4% of Rev | ||
| BOB MEYER | Board Member | — | ||
| JAMES PLEGGENKUHLE | Board President | — | ||
| BONNIE REISNER | Secretary | — | ||
| DOYLE WEGNER | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BOB MEYER | Board Member | — | ||
| JAMES PLEGGENKUHLE | Board President | — | ||
| BONNIE REISNER | Secretary | — | ||
| DOYLE WEGNER | Board President | — | ||
| SHELLEY BOHLE | Treasurer | — | ||
| MATTHEW CAHOY | MANAGER | — | ||
| LAUREN MATURA | MANAGER | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 111 other orgs in IA with NTEE prefix A6.
Most-divergent component: financial score sits 34 points below the peer median (15 vs. 49).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
What's driving this score
- 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.