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 | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 39.6% | 44 | Governance-Stressed | Gov Risk | |
| 2022 | — | — | — | 47 | Fragile | Stable Watch | |
| 2021 | — | — | — | 47 | Fragile | Recovery | |
| 2020 | — | — | 32.4% | 34 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | — | 41 | Fragile | Stable Watch | |
| 2018 | — | — | — | 45 | Fragile | Recovery | |
| 2017 | — | — | — | 37 | Fragile | Stable Watch | |
| 2016 | — | — | — | 37 | Fragile | Stable Watch | |
| 2015 | — | — | — | 37 | Fragile | Stable Watch | |
| 2014 | — | — | — | 37 | Fragile | Stable Watch | |
| 2013 | — | — | — | 37 | Financially Distressed | Recovery | |
| 2012 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 37 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CARLY THORNBURG | Executive Director | 32.8% of Rev | ||
| CARLY THORNBURG | Executive Director | 27.7% of Rev | ||
| JEREMY EDELSTEIN | Board Member | 11.9% of Rev | ||
| JEREMY EDELSTEIN | Board Member | 11.1% of Rev | ||
| ETHAN RODAY | VicePresident | — | ||
| RACHEL FLAMM | Board President | — | ||
| KEVIN FANSLER | Secretary | — | ||
| BRANDON BOLINGER | Treasurer | — | ||
| JONI HAFNER | Board Member | — | ||
| BEN RIDER | Board Member | — | ||
| DINA MYERS | Board Member | — | ||
| ALISON WALKER | Board Member | — | ||
| ETHAN RODAY | VicePresident | — | ||
| RACHEL FLAMM | Board President | — | ||
| KEVIN FANSLER | Secretary | — | ||
| BRANDON BOLINGER | Treasurer | — | ||
| JONI HAFNER | Board Member | — | ||
| BEN RIDER | Board Member | — | ||
| DINA MYERS | Board Member | — | ||
| ALISON WALKER | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Elizabeth Brockman | Executive Director | 12.5% of Rev | ||
| Mark Kloepper | Board Member | 5.7% of Rev | ||
| Robert Lindsey | Board President | — | ||
| Dina Myers | Board President | — | ||
| Wendy Roedell | Secretary | — | ||
| Joni Hafner | Treasurer | — | ||
| Matt Everett | Board Member | — | ||
| Taylor Fritts | Board Member | — | ||
| Ethan Roday | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 235 other orgs in WA with NTEE prefix A6.
Most-divergent component: financial score sits 14 points above the peer median (55 vs. 41).
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 39.6% is above the 90th percentile for orgs of this size (healthy band: 18–22%).
What would change this score
The two changes that would most improve this score:
- Reduce top-officer compensation from 39.6% to under 22% of revenue — would move governance score by ~35 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.