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 | Hidden | Hidden | 46.2% | 21 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 20.6% | 27 | Critical Intervention Needed | Stable Watch | |
| 2021 | — | — | 23.8% | 27 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Dr Daniel J Bissonnette | Executive Dir. | 23.1% of Rev | ||
| Julie Whitesel | Treasurer | — | ||
| Aryanna Conyer | Board President | — | ||
| Sarah Gray | Secretary | — | ||
| Myra Griffin | Board Member | — | ||
| Dr Frank Hewins | Board President | — | ||
| Deborah Howell | Board Member | — | ||
| Amy Hoyte | Board Member | — | ||
| Dave Parkhurst | Board Member | — | ||
| Kathryn Cecelia Whitacre | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Dr Daniel J Bissonnette | Executive Dir. | 23.1% of Rev | ||
| Paul Ban | Board Member | — | ||
| Aryanna Conyer | Secretary | — | ||
| Shelley Drury | Treasurer | — | ||
| Sarah Gray | Board Member | — | ||
| Myra Griffin | Board Member | — | ||
| Dr Frank Hewins | Board President | — | ||
| Deborah Howell | Board Member | — | ||
| Amy Hoyte | Board Member | — | ||
| Dale King | Board Member | — | ||
| Keith Lemmon | Board Member | — | ||
| Dave Parkhurst | Board Member | — | ||
| Rick Talbert | Board Member | — | ||
| Kathryn Cecelia Whitacre | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 236 other orgs in WA with NTEE prefix A6.
Most-divergent component: financial score sits 41 points below the peer median (0 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 27 → 21 over 3 years (declining by 6 points).
What's driving this score
- Comp-to-revenue ratio of 46.2% is well above the sector's 90th percentile (healthy band: 18–22%).
- 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:
- Reduce top-officer compensation from 46.2% 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.