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 |
|---|---|---|---|---|---|---|---|
| 2023 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | — | 38 | Fragile | Decline Risk | |
| 2021 | — | — | 22.4% | 26 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 19.1% | 26 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | 13.8% | 31 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | 10.9% | 31 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Colleen Boyer | Board Member | — | ||
| Laura Masson | Board Member | — | ||
| Analissa Iverson | Board Member | — | ||
| Sam Ploetz | Board President | — | ||
| Celia Kennedy | Board President | — | ||
| Willow Blakely Underwood | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Angie Eskenazi | Board Member | — | ||
| Erin Coffman | Board Member | — | ||
| Sarah Waskom | Board Member | — | ||
| Leah Lucid | Board President | — | ||
| Allie Sterling | Board President | — | ||
| Katherine Smith | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| RaShell Martin | Board Member | — | ||
| Erin Coffman | Board Member | — | ||
| Sarah Waskom | Board Member | — | ||
| Leah Lucid | Board President | — | ||
| Kristin Piepho | Board President | — | ||
| Katherine Smith | Treasurer | — |
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 26 points below the peer median (15 vs. 41).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
Overall score has gone from 31 → 27 over 5 years (declining by 4 points).
What's driving this score
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- 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.