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 | 52.9% | 52 | Governance-Stressed | Recovery | |
| 2023 | — | — | — | 51 | Fragile | Recovery | |
| 2022 | — | — | 57.0% | 52 | Governance-Stressed | Recovery | |
| 2021 | — | — | — | 45 | Fragile | Recovery | |
| 2020 | — | — | — | 41 | Fragile | Stable Watch | |
| 2019 | — | — | — | 41 | Fragile | Decline Risk | |
| 2018 | — | — | — | 45 | Fragile | Stable Watch | |
| 2017 | — | — | — | 45 | Fragile | Stable Watch | |
| 2016 | — | — | — | 45 | Fragile | Recovery | |
| 2015 | — | — | — | 37 | Fragile | Decline Risk | |
| 2014 | — | — | — | 41 | Fragile | Stable Watch | |
| 2013 | — | — | — | 41 | Fragile | Recovery | |
| 2012 | — | — | — | 35 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Pat Ziegelmeier | Secretary | 52.9% of Rev | ||
| James Knight | Board President | — | ||
| Emily Yeh | Board President | — | ||
| Christina Liu | Board President | — | ||
| Brett Janssen | Board President | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Pat Ziegelmeier | Secretary | 52.9% of Rev | ||
| Brett Janssen | Board President | — | ||
| Emily Yeh | Board President | — | ||
| James Knight | Board President | — | ||
| Lucy Tan | Board President | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 59 other orgs in KS with NTEE prefix A6.
Most-divergent component: financial score sits 47 points above the peer median (90 vs. 43).
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 52.9% is well above the sector's 90th percentile (healthy band: 18–22%).
What would change this score
The two changes that would most improve this score:
- Reduce top-officer compensation from 52.9% to under 22% of revenue — would move governance score by ~40 points.
- 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.