Steady State
Steady State
Market
Archetype
Mechanical
Natural
Tier
Stable
Trajectory Thumbprint
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.
The Stewardship
Institutional Health Scores
5-yr trend: Steady State ↑
Overall
48
Score
Governance
50
Score
Financial
50
Score
Program
30
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
Financial Era
Governance Era
Trajectory Era
Steady State
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | 48 | Fragile | Recovery | |
| 2023 | — | — | 18.9% | 47 | Fragile | Recovery | |
| 2022 | — | — | — | 44 | Fragile | Decline Risk | |
| 2021 | — | — | — | 48 | Fragile | Stable Watch | |
| 2020 | — | — | — | 48 | Fragile | Stable Watch | |
| 2019 | — | — | — | 48 | Fragile | Recovery | |
| 2018 | — | — | 24.2% | 33 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 26.7% | 32 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 20.2% | 39 | Fragile | Gov Risk | |
| 2015 | — | — | 27.4% | 38 | Fragile | Gov Risk | |
| 2014 | — | — | — | 41 | Fragile | Stable Watch | |
| 2013 | — | — | — | 41 | Fragile | Decline Risk | |
| 2012 | — | — | — | 45 | Fragile | Recovery | |
| 2011 | — | — | — | 41 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARY LENOX | Board President | — | ||
| DEENA SCOTT formerly BELL-POTTER | Board President | — | ||
| JENNIFER LINGO | Secretary | — | ||
| MICHAEL LUCE | Treasurer | — | ||
| DAVID MOLESH | Board President | — | ||
| GLEN MENDEL | Board Member | — | ||
| KRISTINE TAKEMURA | Board Member | — | ||
| MARY LUCE | Board Member | — | ||
| ELIZABETH AREBALOS-JAGELSKI | Board Member | — | ||
| JIM KIME | Board Member | — | ||
| LEAH STOCKTON | Board Member | — | ||
| REGINA WELDERT | Board Member | — | ||
| JAE GOODRIDGE | Board Member | — | ||
| ROBERT CARLSON | Board Member | — | ||
| Lisa Patrick | Board Member | — | ||
| Greg Tate | Board Member | — | ||
| Courtney McKeen | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID MOLESH | Board President | — | ||
| GLEN MENDEL | Board President | — | ||
| JENNIFER LINGO | Secretary | — | ||
| MICHAEL LUCE | Treasurer | — | ||
| KRISTINE TAKEMURA | Board Member | — | ||
| MARY LUCE | Board Member | — | ||
| JIM KIME | Board Member | — | ||
| LEAH STOCKTON | Board Member | — | ||
| ELIZABETH AREBALOS-JAGELSKI | Board Member | — | ||
| JAE GOODRIDGE | Board Member | — | ||
| DEENA BELL-POTTER | Board Member | — | ||
| REGINA WELDERT | Board Member | — | ||
| MARY LENOX | Board Member | — | ||
| ROBERT CARLSON | Board Member | — | ||
| LANE GWINN | Board Member | — | ||
| Devin Greenup | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID MOLESH | Board President | — | ||
| GLEN MENDEL | Board President | — | ||
| JENNIFER LINGO | Secretary | — | ||
| MICHAEL LUCE | Treasurer | — | ||
| KRISTINE TAKEMURA | Board Member | — | ||
| MARY LUCE | Board Member | — | ||
| JIM KIME | Board Member | — | ||
| LEAH STOCKTON | Board Member | — | ||
| ELIZABETH AREBALOS-JAGELSKI | Board Member | — | ||
| JAE GOODRIDGE | Board Member | — | ||
| DEENA BELL-POTTER | Board Member | — | ||
| REGINA WELDERT | Board Member | — | ||
| MARY LENOX | Board Member | — | ||
| ROBERT CARLSON | Board Member | — | ||
| LANE GWINN | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DEENA BELL-POTTER | Board Member | — | ||
| REGINA WELDERT | Board Member | — | ||
| DAVID MOLESH | Board President | — | ||
| GLEN MENDEL | Board President | — | ||
| MARIA EUGENIA CROWE | Secretary | — | ||
| MICHAEL LUCE | Treasurer | — | ||
| KRISTINE TAKEMURA | Board Member | — | ||
| MARY LUCE | Board Member | — | ||
| JIM KIME | Board Member | — | ||
| LEAH STOCKTON | Board Member | — | ||
| ELIZABETH AREBALOS-JAGELSKI | Board Member | — | ||
| BEV STARTIN | Board Member | — | ||
| MONTE FULBRIGHT | Board Member | — | ||
| MIKI FULBRIGHT | Board Member | — | ||
| DEENA BELL-POTTER | Board Member | — | ||
| REGINA WELDERT | Board Member | — | ||
| KRISTINE TAKEMURA | Board President | — | ||
| DAVID MOLESH | Board President | — | ||
| MICHAEL LUCE | Treasurer | — | ||
| BEV STARTIN | Secretary | — | ||
| MARIA EUGENIA CROWE | Board Member | — | ||
| MARY LUCE | Board Member | — | ||
| JIM KIME | Board Member | — | ||
| LEAH STOCKTON | Board Member | — | ||
| DAVID MOLESH | Board President | — | ||
| ELIZABETH AREBALOS-JAGELSKI | Board Member | — | ||
| GLEN MENDEL | Board President | — | ||
| GLEN MENDEL | Board Member | — | ||
| MARIA EUGENIA CROWE | Secretary | — | ||
| MONTE FULBRIGHT | Board Member | — | ||
| MICHAEL LUCE | Treasurer | — | ||
| MIKI FULBRIGHT | Board Member | — | ||
| KRISTINE TAKEMURA | Board Member | — | ||
| DEENA BELL-POTTER | Board Member | — | ||
| MARY LUCE | Board Member | — | ||
| REGINA WELDERT | Board Member | — | ||
| JIM KIME | Board Member | — | ||
| JENNIFER SCHOCK | Board Member | — | ||
| LEAH STOCKTON | Board Member | — | ||
| FRED CR0WE | Board Member | — | ||
| ELIZABETH AREBALOS-JAGELSKI | Board Member | — | ||
| BEV STARTIN | Board Member | — | ||
| MONTE FULBRIGHT | Board Member | — | ||
| MIKI FULBRIGHT | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
50 / 100
weight 40%
Governance risk
50 / 100
weight 40%
Program scale
30 / 100
weight 20%
Overall
48 / 100
Stable
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 25 other orgs in WA with NTEE prefix A2.
Most-divergent component: financial score sits 13 points above the peer median (50 vs. 37).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
What's driving this score
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- 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.