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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | — | — | 43.8% | 38 | Governance-Stressed | Gov Risk | |
| 2023 | — | — | 19.9% | 42 | Fragile | Recovery | |
| 2022 | — | — | 24.8% | 30 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 28.5% | 31 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 59.9% | 33 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | 16.8% | 39 | Fragile | Decline Risk | |
| 2018 | — | — | — | 49 | Fragile | Stable Watch | |
| 2017 | — | — | 13.5% | 49 | Fragile | Decline Risk | |
| 2016 | — | — | — | 61 | Stable | Decline Risk | |
| 2015 | — | — | — | 65 | Stable | Stable Watch | |
| 2014 | — | — | — | 61 | Stable | Decline Risk | |
| 2013 | — | — | — | 65 | Stable | Stable Watch | |
| 2012 | — | — | — | 61 | Stable | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Edward Benyas | Executive Director | 28.5% of Rev | ||
| Michael Miropolsky | Board Member | 15.3% of Rev | ||
| Heather Hoskins | Treasurer | — | ||
| Ruth McFadden | Board President | — | ||
| Holly Sullivan | Board President | — | ||
| Laura Heard | Secretary | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Michael Miropolsky | Board Member | 13.2% of Rev | ||
| Heather Hoskins | Treasurer | — | ||
| Ruth McFadden | Board President | — | ||
| Holly Sullivan | Board President | — | ||
| Kathleen Moellenberndt | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Rose Gear | Executive Director | 25.5% of Rev | ||
| Michael Miropolsky | Board Member | 13.2% of Rev | ||
| Heather Hoskins | Treasurer | 0.4% of Rev | ||
| Arnie Gunderson | Board President | — | ||
| Laura Heard | Board President | — | ||
| Norma Dermond | Secretary | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 235 other orgs in WA with NTEE prefix A6.
Most-divergent component: program score sits 13 points above the peer median (45 vs. 32).
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 43.8% is well above the sector's 90th percentile (healthy band: 18–22%).
What would change this score
The two changes that would most improve this score:
- Reduce top-officer compensation from 43.8% to under 22% of revenue — would move governance score by ~40 points.
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
Improving governance is a board decision. These are the levers.