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 | — | — | — | 29 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 74.8% | 30 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 64.6% | 30 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | — | 29 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 23 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARCIE MERKSAMER | Secretary | 62.5% of Rev | ||
| EFI TSOLAKI | Board President | — | ||
| BIRGIR NILSEN | Treasurer | — | ||
| RASMUS FOLSO | Board Member | — | ||
| MATT GRANITTO | Board Member | — | ||
| KECHAO LU | Board Member | — | ||
| ANDREW MARSHAL | Board Member | — | ||
| MARK RIGGIO | Board Member | — | ||
| JORUN SEGLEM | Board Member | — | ||
| PETER STAHLEN | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARCIE MERKSAMER | Secretary | 48.2% of Rev | ||
| EFI TSOLAKI | Board President | — | ||
| BIRGIR NILSEN | Treasurer | — | ||
| STEVE CANDITO | Secretary | — | ||
| MATT GRANITTO | Board President | — | ||
| RASMUS FOLSO | Board Member | — | ||
| KECHAO LU | Board Member | — | ||
| MARK RIGGIO | Board Member | — | ||
| JORUN SEGLEM | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 119 other orgs in AZ with NTEE prefix A6.
Most-divergent component: financial score sits 21 points below the peer median (10 vs. 31).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
Overall score has gone from 29 → 29 over 5 years (stable by 0 points).
What's driving this score
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- 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:
- 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.