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 | Hidden | Hidden | 19.8% | 30 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 22.0% | 30 | Critical Intervention Needed | Gov Risk | |
| 2021 | Hidden | Hidden | 23.6% | 31 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | — | 44 | Financially Distressed | Recovery | |
| 2019 | — | — | — | 61 | Stable | Stable Watch | |
| 2018 | — | — | — | 61 | Stable | Decline Risk | |
| 2017 | — | — | — | 61 | Stable | Stable Watch | |
| 2016 | — | — | — | 57 | Fragile | Stable Watch | |
| 2015 | — | — | — | 57 | Fragile | Decline Risk | |
| 2014 | — | — | — | 61 | Stable | Stable Watch | |
| 2013 | — | — | — | 61 | Stable | Stable Watch | |
| 2012 | — | — | — | 57 | Fragile | Stable Watch | |
| 2011 | — | — | — | 55 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GREG MEYERS | Executive Director | 17.5% of Rev | ||
| CAITLIN RUBY DAVIS | Board President | — | ||
| TRICIA SIEBOLD | Board President | — | ||
| DAISHA KING | Treasurer | — | ||
| PEGGY NISHIO | Secretary | — | ||
| LIZ THACKRAY | Board Member | — | ||
| KIM WRIGHT | Board Member | — | ||
| CHRIS SMITH | Board Member | — | ||
| JESS WIES | Board Member | — | ||
| JERI HARRISON | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GREG MEYERS | Executive Director | 17.7% of Rev | ||
| GREG MEYERS | Executive Director | 13.8% of Rev | ||
| LIZ THACKRAY | Board Member | — | ||
| CHRIS SMIT | Board Member | — | ||
| KIM WRIGHT | Board Member | — | ||
| JESSICA KONRATH | CHAIRMAN | — | ||
| KAREN LOWENTHAL | Board President | — | ||
| CAITLIN RUBY DAVIS | Secretary | — | ||
| PEGGY NISHIO | Treasurer | — | ||
| GREG MEYERS | Executive Director | — | ||
| JESSICA KONRATH | Board President | — | ||
| KAREN LOWENTHAL | Board President | — | ||
| PEGGY NISHIO | Treasurer | — | ||
| CAITLIN RUBY DAVIS | Secretary | — | ||
| KIM WRIGHT | Board Member | — | ||
| CHRIS SMITH | Board Member | — | ||
| LIZ THACKARY | Board Member | — | ||
| JERI HARRISON | Board Member | — | ||
| TRICIA SEABOLD | Board Member | — | ||
| LESLIE ROTH | Board President | — | ||
| PEGGY NISHIO | Treasurer | — | ||
| KAREN LOWENTHAL | Board President | — | ||
| CAITLIN RUBY DAVIS | Secretary | — | ||
| HEATHER STEWART | Board Member | — | ||
| JESSICA KONRATH | Board Member | — | ||
| LIZ THACKARY | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Jessica Konrath | Chairman | — | ||
| Karen Lowenthal | Board President | — | ||
| Caitlin Ruby Davis | Secretary | — | ||
| Peggy Nishio | Treasurer | — | ||
| Liz Thackray | Board Member | — | ||
| Chris Smit | Board Member | — | ||
| Kim Wright | Board Member | — | ||
| Greg Meyers | Executive Dir. | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 4 other orgs in ID with NTEE prefix A4.
Most-divergent component: financial score sits 46 points below the peer median (20 vs. 66).
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 19.8% sits within the sector's 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- 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.