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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 17.0% | 45 | Fragile | Gov Risk | |
| 2022 | — | — | 14.4% | 51 | Fragile | Gov Risk | |
| 2021 | — | — | 14.3% | 51 | Fragile | Gov Risk | |
| 2020 | — | — | 14.8% | 51 | Fragile | Recovery | |
| 2019 | — | — | 17.4% | 44 | Fragile | Gov Risk | |
| 2018 | — | — | 11.1% | 51 | Fragile | Recovery | |
| 2017 | — | — | 8.9% | 49 | Fragile | Gov Risk | |
| 2016 | — | — | 24.9% | 47 | Fragile | Gov Risk | |
| 2015 | — | — | 1.0% | 55 | Fragile | Recovery | |
| 2014 | — | — | — | 45 | Fragile | Recovery | |
| 2013 | — | — | — | 35 | Fragile | Stable Watch | |
| 2012 | — | — | — | 39 | Fragile | Decline Risk | |
| 2011 | — | — | — | 51 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BETSE GRASSBY | Executive Dir. | 18.7% of Rev | ||
| ROD HANNA | Board Member | — | ||
| MELANIE TIMMONS | Board Member | — | ||
| JOHN FAWCETT | Board Member | — | ||
| JOEL PIASSICK | Board Member | — | ||
| PAM VANATTA | Board Member | — | ||
| SARAH LEONARD | Board Member | — | ||
| JOHANNAH HALLHILDEBRAND | Secretary | — | ||
| ERIC WILSON | Board Member | — | ||
| KAREN PIASSICK | Board Member | — | ||
| CHUCK PORTER | Treasurer | — | ||
| DEBORAH OLSEN | Board President | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BETSE GRASSBY | Executive Dir. | 17.8% of Rev | ||
| ROD HANNA | Board Member | — | ||
| MELANIE TIMMONS | Board Member | — | ||
| JOHN FAWCETT | Board Member | — | ||
| JOEL PIASSICK | Board President | — | ||
| JIM HECKBERT | Board Member | — | ||
| FRANS HIJKOOP | Board Member | — | ||
| SARAH LEONARD | Board Member | — | ||
| JOHANNAH HALLHILDEBRAND | Secretary | — | ||
| ERIC WILSON | Board Member | — | ||
| KAREN PIASSICK | Board Member | — | ||
| CHUCK PORTER | Treasurer | — | ||
| DEBORAH OLSEN | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BETSE GRASSBY | Executive Dir. | 17.2% of Rev | ||
| ROD HANNA | Board President | — | ||
| MELANIE TIMMONS | Board Member | — | ||
| JOHN FAWCETT | Board Member | — | ||
| JOEL PIASSICK | Board President | — | ||
| JIM LARSON | Board Member | — | ||
| FRANS HIJKOOP | Board Member | — | ||
| SARAH LEONARD | Board Member | — | ||
| JOHANNAH HALLHILDEBRAND | Secretary | — | ||
| ERIC WILSON | Board Member | — | ||
| KAREN PIASSICK | Board Member | — | ||
| CHUCK PORTER | Treasurer | — | ||
| DEBORAH OLSEN | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BETSE GRASSBY | Executive Dir. | 15.3% of Rev | ||
| ROD HANNA | Board President | — | ||
| MELANIE TIMMINS | Board Member | — | ||
| JOHN FAWCETT | Board Member | — | ||
| JOEL PIASSICK | Board President | — | ||
| JUDITH HARRINGTON | Board Member | — | ||
| FRANS HIJKOOP | Board Member | — | ||
| JOHANNAH HALLHILDEBRAND | Secretary | — | ||
| ERIC WILSON | Board Member | — | ||
| KAREN PIASSICK | Board Member | — | ||
| CHUCK PORTER | Treasurer | — | ||
| DEBORAH OLSEN | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 10 other orgs in CO with NTEE prefix A5.
Most-divergent component: program score sits 16 points above the peer median (60 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 17.0% sits within the sector's healthy band (18–22%).
What would change this score
The two changes that would most improve this score:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
Improving governance is a board decision. These are the levers.