Steady State
Steady State
Market
Archetype
Mechanical
Natural
Tier
Priority Review
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
30
Score
Governance
45
Score
Financial
20
Score
Program
45
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
Financial Era
Governance Era
Trajectory Era
Steady State
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 | — | — | 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. | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
20 / 100
weight 40%
Governance risk
45 / 100
weight 40%
Program scale
45 / 100
weight 20%
Overall
30 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Fewer than 3 peers found in ID for this NTEE subcategory; peer comparison would not be statistically meaningful.
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.