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
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2023 | Hidden | Hidden | — | — | Unknown | — | |
| 2022 | Hidden | Hidden | 12.0% | 94 | Unknown | — | |
| 2021 | Hidden | Hidden | 12.0% | 88 | Unknown | — | |
| 2020 | Hidden | Hidden | 12.0% | 76 | Unknown | — | |
| 2019 | Hidden | Hidden | 12.0% | 92 | Unknown | — | |
| 2018 | Hidden | Hidden | 12.0% | 81 | Unknown | — | |
| 2017 | Hidden | Hidden | 12.0% | 91 | Unknown | — | |
| 2016 | Hidden | Hidden | 12.0% | 75 | Unknown | — | |
| 2015 | Hidden | Hidden | 12.0% | 82 | Unknown | — | |
| 2014 | Hidden | Hidden | 12.0% | 83 | Unknown | — | |
| 2012 | Hidden | Hidden | 12.0% | 93 | Unknown | — | |
| 2011 | Hidden | Hidden | 12.0% | 91 | Unknown | — |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | Hidden |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | Hidden |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | Hidden |
Tax year 2020
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | Hidden |
Tax year 2019
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | Hidden |
Tax year 2018
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | Hidden |
Tax year 2017
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | Hidden |
Tax year 2016
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | Hidden |
Tax year 2015
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | Hidden |
Tax year 2014
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | Hidden |
Tax year 2012
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | Hidden |
Tax year 2011
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | Hidden |
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 39 points above the peer median (80 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 12.0% sits within the sector's healthy band (18–22%).
- Two consecutive years of deficit spending.
What would change this score
The two changes that would most improve this score:
- Stabilize program expenses or grow earned-income revenue to break the consecutive-deficit pattern (~8 points to financial score).
Improving governance is a board decision. These are the levers.