IslandWood Research Hub
Comprehensive organizational analysis • Updated November 2025
Executive Overview
Organization Snapshot
- Mission: Experiential environmental education, equity, and climate literacy
- Founded: 2002 by Debbi and Paul Brainerd
- Location: 250-acre campus on Bainbridge Island, WA + Seattle-area programs
- Scale: Serves 30,000 students annually across 50 school districts and 250 schools
- Status: 501(c)(3) nonprofit | EIN: 31-1654076
- Key Partnership: Graduate program with University of Washington College of Education
Revenue Model
- School programs and education services
- Teacher professional development
- Donor philanthropy and major gifts
- Wedding and event venue rentals (starting at $56,000)
- State grants (recently eliminated - see Strategic Context)
Leadership Analysis
Executive Team
Megan Karch - Chief Executive Officer
Tenure: Since 2018 (7 years)
- Previous Role: CEO of FareStart (18-year tenure)
- Key Achievement: Led FareStart's significant expansion addressing homelessness in Greater Seattle
- Current Focus: Scaling impact, community partnerships, sustainable nonprofit models
- Advocacy: Co-Legislative Chair of Washington Outdoor School Coalition (WOSC)
- Board Service: PCC Community Markets Board member
Kathy Kalstrup - Chief Operating Officer
Tenure: Joined 2024 (New hire - prospective manager)
- Background: Executive roles in tech and professional services
- Previous Companies: Aon, Hewitt Associates, Milliman, Fresh Consulting
- Education: BS in Actuarial Science, University of Illinois
- Relocated: Moved to Bainbridge Island in 2020
- Community Engagement: Board member of Housing Resources Bainbridge; Vice President, Bainbridge Island Rowing
- Focus: Organization-wide operations, systems, and process improvement
Jennifer Kim - Vice President of Philanthropy
Tenure: Joined 2019 (6 years)
- Experience: 25+ years of fundraising leadership
- Previous Roles: Director of Major and Planned Gifts at Virginia Mason; Development Officer at Mayo Clinic; Development Director at Eagle Bluff Environmental Learning Center; Director of Individual Giving at Seattle Children's Home
- Credentials: BA from Willamette University; Certificate in Fundraising Management (UW); Certified Fundraising Executive (CFRE)
- Enterprise: Founder and Director of Operations, Philanthropy Works (fundraiser training)
- Focus: Donor strategy, major gifts, philanthropic operations
- Residency: Lives on Bainbridge Island
Additional Leadership
- Brenda Hamilton - Director of Finance
- Tori di Lillo - Event Sales and Planning Manager
- Director of People & Culture - HR, culture, training, organizational development
- Director of Urban School Programs - Seattle-area educational initiatives
- Director of Youth & Family Programs - School programs, camps, community learning
- Major Gifts Director - Donor relations and CRM/integrations
Board of Directors
Size: 20-member Board (2024/25)
Current Focus: Engaged in strategic planning process to:
- Clarify the change IslandWood wants to be in the world
- Further measure organizational impact
- Structure a sustainable financial future for the next 20 years
Current Board Leadership
Ellie Fields
Board ChairCEO & Co-founder, Ridge AI
- • Formerly Chief Product & Engineering Officer at Salesloft (sales workflow platform with AI)
- • Previous experience at Tableau and Microsoft
- • Board Chair focused on connecting people to nature and environmental stewardship
Camille Gibson
Board SecretaryCEO, The Real Coconut Products Co.
- • 32 years at General Mills, VP of Marketing for Cheerios, Wheaties, Nature Valley, Cascadian Farms
- • Retired from General Mills in 2015 after distinguished career
- • Named Adweek "Brand Genius" and Fast Company's "100 Most Creative People in Business"
- • Known for groundbreaking diverse family marketing campaigns
Marguerite Kondracke
VP at LargeSocial Entrepreneur & Retired CEO, America's Promise
- • 40-year career in public, private, and nonprofit sectors focused on education and families
- • Former CEO of America's Promise (founded by Colin Powell)
- • Co-founded Bright Horizons, largest provider of workplace child care
- • Duke University graduate, serves on Duke Board of Trustees
- • UW Foundation Board & UW Global Health Leadership Council member
Current Board Members
Laura Clise
Founder & CEO, Intentionalist | Senior Advisor, Impact Finance Center
Platform supporting diverse local businesses. Previously led sustainability at Weyerhaeuser. Also serves on Athlete Ally board.
Audrey Haberman
CEO, Sheri and Les Biller Family Foundation
Joined foundation 2021 from The Giving Practice (11 years). Focus on supportive care, workforce development, social impact theatre, public education.
Sara Moorehead
Retired SVP Cooperative Affairs, BECU | Community Volunteer
Retired from BECU 2019 after 6 years leading community engagement. Currently End-of-Life Doula. Lives on Bainbridge Island.
Sara Otepka
Board Member
Experience with Restore Hyper Wellness, Big Blue Swim School, Level 5 Capital Partners, CorePower Yoga.
Ed Thomas
Managing Partner, Deloitte Seattle Office (former)
Leads Strategic Client Program. Board/advisor roles: Social Venture Partners, Seattle Foundation, Equal Opportunity Schools, Powerful Schools, Business Partnership for Early Learning.
Dr. Dan Meyer
Retired Dentist, Scientist & Educator
International advisory experience: WHO, FDI World Dental Federation, ISO, UN Environment Programme, EPA, CDC, NIH, FDA. Lives on Bainbridge Island.
Ben Nimmergut
VP Engineering Functions, Washington State Design Centers
Engineering leadership focused on design center operations.
Chasity Malatesta
Educator, Facilitator & Equity Advocate
Multinarratives LLC. Education consultant, community connector, speaker on equity and inclusion.
Ty Cramer
Community Volunteer | Board Chair, Lakeside School
Mother of six. Former Childbirth Educator and doula. UW Foundation Board (Undergraduate Academic Affairs). UW Global Health Leadership Council.
Howard Wollner
Chairman, NPR Foundation | Board Member, NPR Inc.
Board member Contemporary Jewish Museum (San Francisco). BA History (Georgetown), MBA (Seattle University).
Beth
Strategic Planning & Non-Profit Leadership
20+ years experience. MBA Marketing (UCLA), BS Finance/Accounting (UC Berkeley). Expertise: investment real estate, consumer products (Nestle USA, Clorox), education, arts. Bainbridge Art Museum board.
Katherine Schuitemaker
15-Year Board Member | Former Board Chair
Former Board Chair of Washington Technology Industry Association (14 years member, 2 years chair). Passionate about ensuring world-changing ideas achieve sustained success.
Fraser Black
Managing Partner, Pioneer Square Investments
25+ years angel investor/advisor to early-stage businesses and nonprofits. 35+ years financial/general management: ONYX Software, Ashton-Tate, Salomon Brothers.
Martha Kongsgaard
Lawyer | Philanthropist | Environmental Advocate
Board and executive committee member. Chaired major IslandWood capital campaigns including expansion. Co-founded Kongsgaard-Goldman Foundation (environmental/social justice/arts in PNW).
Dave Goldberg
President, Mithun | AIA Fellow
Lead designer of IslandWood's 250-acre campus (LEED Gold). Board member since 2011. Mithun won 2023 AIA Architecture Firm Award (highest AIA honor).
Yoko Okano
Founding Partner, First Row Partners
Venture capital firm. Stanford University. Board member Sustain Music (using music to connect genres, people, spaces). Based in Seattle.
Board Emeritus Members
Debbi Brainerd
Co-FounderCo-founded IslandWood with husband Paul in 1999. Former Board Chair. Also former Board Chair of Bloedel Reserve. Remains actively involved.
Dwight Sutton
EmeritusRetired Mayor of Bainbridge Island. Retired professor, UW School of Medicine (Otolaryngology, Head and Neck Surgery). Former director/senior scientist, Virginia Mason Research Center. Bainbridge Open Space Commission.
Kim Ackerley
EmeritusPartner and Co-Founder of Ackerley Partners, LLC. President and Executive Director of The Ginger and Barry Ackerley Foundation.
Dr. Pat Wasley
EmeritusFormer Dean, UW College of Education (2000-2012).
Research Note: Board information compiled from publicly available sources including IslandWood website, LinkedIn profiles, news articles, and nonprofit databases. Complete financial/compensation data available in Form 990 filings (Section VII).
⚠️ Organizational Health Signals
Employee Review Findings (2023-2024):
- "Turnover seems high. Expect a new CEO periodically."
- Multiple reviews reference upper management concerns
- Recent COO hire (2024) may signal operational restructuring
This indicates potential organizational transition or culture challenges worth exploring in interview process.
Financial Health
Financial Overview
EIN: 31-1654076
Classification: Classified as a school by IRS (June 2023 filing)
Form 990 Availability
Public financial documents available through:
- ProPublica Nonprofit Explorer: projects.propublica.org/nonprofits/organizations/311654076
- Charity Navigator: charitynavigator.org/ein/311654076
- GuideStar: Forms 990 for 2022, 2023, 2024 available (requires free account)
- IslandWood Website: islandwood.org (posted their 2020 Form 990 directly)
Note: Detailed financial data (revenue, expenses, assets) for 2022-2024 requires accessing the PDF Form 990 documents through the sources above. Extracted summary data not publicly displayed in nonprofit databases at time of research.
Revenue Streams
1. Educational Programs
School overnight programs, day programs, teacher professional development serving 30,000 students annually across 50 school districts
2. Philanthropic Support
Major gifts, donor campaigns, and philanthropic operations led by VP of Philanthropy Jennifer Kim
3. Event Venue Rentals
Wedding pricing starts at $56,000 for multi-day celebrations on 250-acre property. Described as earned revenue supporting mission.
4. State Grants (ELIMINATED - See Strategic Context)
Previously received Outdoor Learning Grants from WA State - now zeroed out in latest budget
5. Graduate Program Partnership
Partnership with University of Washington College of Education. IslandWood provides $500/month stipend to graduate students ($5,000 per calendar year per student)
Financial Documents
Annual Reports
IslandWood's annual reports provide comprehensive overviews of programs, impact, and financial health.
IRS Form 990 Tax Filings
Form 990 documents provide detailed financial information including revenue, expenses, assets, executive compensation, and program activities.
Complete Form 990 Filings
Form 990 Schedules (Detailed Breakdowns)
Individual schedules provide detailed information on specific aspects of the organization's finances and operations.
Note: All financial documents are publicly available records. Annual reports provide narrative context and program highlights, while Form 990 documents contain detailed financial data required by the IRS for tax-exempt organizations.
Financial Analysis: A Three-Year Trajectory
Based on analysis of FY22, FY23, and FY24 financial documents, IslandWood presents a complex financial picture: strong underlying assets supporting an educational mission, offset by persistent operational deficits that require strategic attention.
📈 Revenue Growth: Steady Upward Trajectory
IslandWood has demonstrated consistent revenue growth over the three-year period:
Three-year growth: $370,000 increase (10.8% cumulative) demonstrates organizational resilience and growing community support despite external challenges including pandemic recovery and state funding uncertainty.
💰 Revenue Composition: Diversified Income Model
FY22 data reveals a balanced revenue portfolio reducing dependency on any single source:
School programs, education services, teacher professional development, and event venue rentals
Philanthropic support, major gifts, foundation grants, and individual donations
Strategic Strength: The near-equal split between earned revenue (53%) and philanthropic support (44%) demonstrates both mission sustainability through direct services and strong community confidence in the organization's value.
⚠️ Operating Results: Persistent Deficits with Improving Trend
Despite revenue growth, IslandWood has operated at a deficit for three consecutive years, though the situation shows improvement:
Positive Signal: Deficit Reduction
The deficit has decreased by approximately 46% from FY22 to FY24 (from -$186K to -$100K), indicating management's focused attention on financial sustainability. However, expenses continue to track closely with revenue growth, suggesting structural cost challenges that require ongoing strategic attention.
💪 Balance Sheet: Exceptional Financial Foundation
Despite operating deficits, IslandWood maintains a remarkably strong financial position (FY22 data):
Financial Cushion: With nearly $11 million in net assets, IslandWood has substantial reserves to weather financial challenges. This strong balance sheet provides:
- Multi-year runway to address operating deficits
- Capacity to invest in strategic initiatives and infrastructure improvements
- Financial credibility with donors, grantmakers, and lending institutions
- Flexibility to navigate economic downturns and funding disruptions
🎯 Strategic Implications
The Sustainability Challenge
While the strong asset base provides breathing room, persistent deficit spending is unsustainable over the long term. At the current FY24 deficit rate of $100,000/year, net assets would erode by $1 million over a decade—manageable given the $11M base, but concerning if deficits don't continue to improve or worsen due to state funding elimination.
Board's 20-Year Planning Imperative
The board's current focus on "structuring a sustainable financial future for the next 20 years" is directly addressing this challenge. With state Outdoor Learning Grants eliminated, the organization must either:
- Increase revenue through expanded philanthropy, higher program fees, or new earned income streams
- Reduce expenses through operational efficiencies and process optimization
- Both - the most likely path forward
Digital Strategy as Financial Lever
The Director of Digital Strategy & Systems role becomes mission-critical in this context:
- Revenue enablement: Optimized CRM and donor management systems to increase philanthropic efficiency and major gift pipeline development
- Cost reduction: Process automation and system integration to reduce administrative overhead
- Data-driven decisions: Integrated financial and operational data enabling board and leadership to make informed strategic choices
- Scale without proportional costs: Technology enabling IslandWood to serve more students while controlling expense growth
Bottom Line: IslandWood is financially strong but operationally strained. The organization has the assets and community support to succeed long-term, but requires strategic transformation to align expenses with sustainable revenue—making this an opportune moment for impactful digital systems work.
Strategic Context & Current Challenges
🚨 CRITICAL: Washington State Funding Elimination (2025)
The Washington State Legislature zeroed out the Outdoor Learning Grants program in the latest budget.
Impact by the Numbers:
- Previous Funding: $20 million in last two-year budget (doubled from prior cycle)
- New Allocation: $0 for new grants
- Remaining Funds: Only ~$1.4 million leftover to support 50-60 highest-need schools in 2025-26
- Schools Affected: Approximately 730 schools signed up for 2024-25; ~790 expected to apply for 2025-26
- Example Impact: Bellingham School District lost $190,125 in subsidies (out of $200,000 total cost for all 5th graders)
- Casualties: Vancouver Public Schools anticipates eliminating outdoor school entirely due to funding cuts
Strategic Implications for IslandWood:
- Significant revenue loss from school program subsidies
- Need to pivot to alternative funding models
- Increased pressure on philanthropy and major gifts operations
- Potential reduction in student reach and equity mission
- Board's 20-year sustainability planning becomes even more critical
Advocacy & Public Stance
Washington Outdoor School Coalition (WOSC)
- CEO Megan Karch serves as Co-Legislative Chair of WOSC
- Focused on advocating for fully funded outdoor school experiences for every Washington student
- Public stance on state funding cuts demonstrates organizational commitment to advocacy
- Strong brand visibility in Seattle environmental education space
- Emphasis on equity, access, and climate literacy in public messaging
2024/25 Strategic Priorities
Board and leadership currently engaged in strategic planning to:
- Clarify Impact: Define the change IslandWood wants to be in the world
- Measure Success: Develop stronger impact measurement frameworks
- Financial Sustainability: Structure sustainable financial model for next 20 years
- Donor Diversification: Reduce dependency on state funding
- Program Impact: Maintain student reach despite budget constraints
Programs & Impact
Core Educational Programs
School Overnight Program
- Audience: 4th-6th grade students and teachers
- Format: Multi-day immersive experiences on 250-acre Bainbridge Island campus
- Focus: Hands-on learning in nature, science enthusiasm, team leadership, environmental stewardship
- Reach: Primary program serving majority of 30,000 annual students
- Reopening: Resumed after pandemic with strong advocacy for universal access
Urban Programs
- Locations: Brightwater Center (Woodinville), South Plant (Renton), Duwamish River, Seattle parks
- Focus: Broadening "environment" to include urban systems and human impacts on ecosystems
- Goal: Expanding access to nature-based learning beyond island campus
- Reach: Serves Seattle-area schools and communities
Teacher Professional Development
- Focus: Climate literacy and community-based teaching
- Goal: Multiplying impact by training educators to integrate environmental education
- Format: Workshops, training programs, ongoing support
Youth & Family Programs
- Offerings: Nature programming, camps, community learning opportunities
- Audience: Families and youth outside of formal school partnerships
- Goal: Expanding environmental education access to broader community
Graduate Program Partnership
University of Washington Partnership
Official Name: IslandWood Graduate Program in Education for Environment and Community
Program Structure:
- Duration: 10-month graduate residency (late August - mid June)
- Credential: Completes first year of UW Master's in Education; fulfills prerequisites for Master's in Teaching in Elementary Education
- Partnership: UW College of Education (top-ranked program)
- Location: Based on 250-acre Bainbridge Island campus (35-minute ferry from Seattle)
Curriculum:
- Graduate-level coursework in environmental education through justice-oriented lens
- Biweekly outdoor teaching experiences
- 1:1 mentoring for graduate students
Financial Support:
- Stipend: $500/month during 10-month program ($5,000 per calendar year per student)
- Application: Dual application to both IslandWood and UW M.Ed. program required
Strategic Value: This partnership positions IslandWood as a nationally recognized leader in environmental education with academic credibility and pipeline for high-quality educators.
Impact Metrics
Campus & Facilities
- Primary Campus: 250-acre learning center on Bainbridge Island
- Features: Living classroom with diverse ecosystems, overnight facilities, event spaces
- Sustainability: Living Machine water treatment system demonstrating environmental stewardship
- Multi-Use: Educational programs + wedding/event venue generating earned revenue
- Access: 35-minute ferry ride from downtown Seattle
Competitive Landscape
IslandWood operates within a competitive but collaborative ecosystem of Pacific Northwest environmental education nonprofits. Key organizations in the space:
NatureBridge
- Programs: Overnight environmental science programs in Olympic National Park (similar model to IslandWood)
- Geographic Scope: National presence with programs in multiple national parks
- Focus: Students spend multiple days immersed in nature within national parks
- Family Programs: Connects families with Olympic National Park
- Partnership: Listed as IslandWood partner organization
- Differentiation: Focused on national park settings vs. IslandWood's dedicated campus
North Cascades Institute
- Founded: 1986 (16 years before IslandWood)
- Recognition: Nationally recognized environmental education nonprofit
- Focus: Empowering people to explore mountains, rivers, forests, and wildlife of Pacific Northwest
- Facility: North Cascades Environmental Learning Center on Diablo Lake in North Cascades National Park
- Partnership: Operates in partnership with National Park Service and City of Seattle
- Key Program: Mountain School - nationally recognized program for 5th graders in North Cascades National Park
- Adult Programs: Popular outdoor getaways whose fees help finance youth education programs (similar revenue model to IslandWood)
- Specialty Programs: Teenage girls glacier study on Mount Baker; all-expense wilderness trips for low-income teens
- Differentiation: Mountain/alpine focus vs. IslandWood's forest/island ecology
Wilderness Awareness School
- Programs: Summer camps and youth nature programs in Pacific Northwest
- Focus: Wilderness skills and nature connection
- Differentiation: Skills-based outdoor education vs. IslandWood's science/climate literacy focus
Audubon Programs (Bird Alliance of Oregon, National Audubon Society)
- Programs: SWIFTS Nature Summer Camp, Outdoor Naturalists (grades 6-8)
- Focus: Bird conservation, Pacific Northwest ecosystems, wilderness skills
- Format: Art, science experiments, games combined with regional explorations
- Mission: Protecting birds and critical habitats using science, advocacy, education
- Differentiation: Wildlife/bird conservation focus vs. IslandWood's broader environmental education
Competitive Positioning Analysis
IslandWood's Unique Advantages:
- Dedicated 250-acre campus (vs. programs operating within national parks)
- UW partnership providing graduate education pipeline and academic credibility
- Proximity to Seattle (35-minute ferry) for easy school access
- Multi-day overnight programs creating immersive experiences
- Urban program expansion reaching students beyond island campus
- Earned revenue diversification through high-end wedding/event venue
- Climate literacy and equity focus aligned with contemporary educational priorities
- Strong advocacy presence through Washington Outdoor School Coalition
Collaborative Ecosystem:
IslandWood partners with several "competitors" including NatureBridge, Pacific Education Institute, The Nature Conservancy, and Washington's National Park Fund. This indicates a collaborative rather than zero-sum market where organizations work together to expand outdoor education access statewide.
Strategic implication: Director of Digital Strategy & Systems role will likely involve cross-organizational collaboration and knowledge sharing within environmental education sector.
Key Strategic Insights
1. Digital Strategy & Systems Critical to Financial Sustainability
With state funding eliminated, IslandWood must maximize efficiency and diversify revenue. The Director of Digital Strategy & Systems role becomes mission-critical to:
- Optimize donor management and philanthropic operations (CRM integration)
- Streamline school registration and program management systems
- Improve data integration to reduce operational costs
- Enable data-driven decision making for the board's 20-year sustainability planning
- Support Major Gifts Director with technology for donor relations
2. New COO = Operational Transformation Opportunity
Kathy Kalstrup joined as COO in 2024 with mandate for "organization-wide operations, systems, and process improvement." As prospective manager:
- Likely open to digital transformation and modernization
- Background in tech/consulting (Milliman, Fresh Consulting) suggests systems thinking
- Fresh perspective on legacy processes creates change opportunity
- Director of Digital Strategy & Systems will be key partner in operational transformation
3. Organizational Culture: Proceed with Awareness
Employee reviews mentioning turnover and management concerns warrant careful evaluation:
- New COO hire may indicate response to operational/cultural challenges
- Change management skills will be essential
- Building trust and staff buy-in critical for digital adoption
- Interview process: Explore org culture, staff engagement, change readiness
4. Mission Alignment Opportunity
IslandWood's focus on equity, climate literacy, and access to nature-based learning for under-resourced students provides strong mission alignment for values-driven candidates:
- Technology as enabler of equity and access
- Systems work directly supports reaching 30,000 students annually
- Digital strategy can amplify advocacy and public education efforts
- Climate-focused mission aligns with contemporary values
5. Urgency Factor: Financial Crisis Creates Implementation Imperative
State funding elimination creates urgency for digital transformation:
- Board engaged in sustainability planning NOW
- 730 schools losing subsidies = massive operational impact
- Organization needs quick wins and demonstrable ROI from systems improvements
- Candidate should be prepared to hit ground running with immediate impact
- 90-day plan essential for establishing credibility and momentum
6. Data Integration as Organizational Backbone
Multiple systems across donor relations (CRM), school registration, operations, and program delivery create integration opportunity:
- Major Gifts Director needs CRM/integration support
- VP of Philanthropy overseeing donor strategy requires unified data view
- School program directors need streamlined registration and tracking
- Finance director needs integrated financial and operational data
- Cross-departmental alignment through shared systems = candidate mandate
Recommended Interview Questions
Financial Sustainability & Strategy
- How is the organization responding to the elimination of Washington State Outdoor Learning Grants? What's the financial impact, and what's the recovery plan?
- What does the board's 20-year sustainability planning process look like, and how does digital strategy fit into that vision?
- What are the current revenue targets for philanthropy, earned income (weddings/events), and program fees?
- How is the organization thinking about donor diversification and major gifts pipeline development?
Systems & Technology Current State
- What systems are currently in place for CRM, donor management, school registration, and operations?
- What are the biggest pain points with current technology and processes?
- What integrations exist today, and what are the gaps?
- What's the technology budget, and how are tech investments currently prioritized?
- What does the IT/tech team structure look like? Who would I be working with?
Organizational Culture & Change Readiness
- What's the organizational appetite for change and digital transformation?
- How would you describe staff comfort level with technology and new systems?
- What change management approaches have worked well (or not worked) in the past?
- I noticed the COO role is new (2024) - how is the operational transformation going so far?
- Can you describe the organization's approach to cross-departmental collaboration?
Role Expectations & Success Metrics
- What would success in this role look like in the first 90 days? First year?
- What are the highest priority systems or processes that need attention immediately?
- How do you envision this role evolving as digital infrastructure matures?
- What's the relationship between this role and the Major Gifts Director regarding CRM/integration work?
- What decision-making authority would I have for technology choices and vendor selection?
Leadership & Team Dynamics
- Kathy, what brought you to IslandWood as COO, and what are your top operational priorities?
- How does the executive team work together, and what's the communication cadence?
- What's your management style, and what do you value most in direct reports?
- How does this role interact with program directors, finance, and philanthropy teams?
Research Methodology & Sources
Research Approach
This analysis compiled publicly available information from multiple sources including:
- IslandWood official website and leadership bios
- News articles and press releases (2024-2025)
- Washington state legislative and budget documents
- Nonprofit financial databases (ProPublica, Charity Navigator, GuideStar)
- University of Washington College of Education partnership information
- Employee reviews and organizational reputation sources
- Competitive organization websites and programs
- Social media and professional networking profiles
⚠️ Research Limitations
- Detailed financial data (revenue, expenses, assets) for 2022-2024 requires accessing PDF Form 990s through nonprofit databases
- Complete board member roster not publicly available in web research (available in Form 990 filings)
- Internal organizational culture assessment based on limited employee review data
- Specific technology stack and systems architecture not publicly documented
- Historical turnover data and specific leadership transitions not fully available
Recommended Next Steps
1. Access Form 990 Financial Documents
Obtain detailed financial data for 2022-2024 from:
- ProPublica Nonprofit Explorer: View IslandWood 990s
- GuideStar: Create free account to access recent filings
- Review: Total revenue, expenses, assets, liabilities, key personnel compensation, program vs. admin costs
2. Network with IslandWood Connections
- Reach out to UW College of Education contacts who work with the graduate program
- Connect with environmental education professionals in Seattle area
- Explore LinkedIn connections to current or former IslandWood staff
- Attend Washington Outdoor School Coalition events if possible
3. Develop Role-Specific Positioning
Based on this research, position yourself as:
- "Digital Backbone for Mission" architect who connects technology to educational impact
- Change agent who can navigate organizational transition with COO partnership
- Pragmatic implementer who delivers quick wins while building sustainable infrastructure
- Mission-driven technologist passionate about equity, access, and environmental education
4. Prepare 90-Day Plan Framework
Given financial urgency, develop preliminary 90-day plan to demonstrate readiness:
- Days 1-30: Discovery (systems audit, stakeholder interviews, quick wins identification)
- Days 31-60: Strategy (integration roadmap, priority ranking, resource planning)
- Days 61-90: Implementation kickoff (first integration, staff training, success metrics)
5. Visit Campus (If Possible)
If opportunity arises before final interviews, visit the Bainbridge Island campus to:
- Experience the mission firsthand
- Understand operational context and physical infrastructure
- Meet staff informally and gauge culture
- Demonstrate genuine interest and commitment
Research completed: November 2025
For: Director of Digital Strategy & Systems role exploration
Status: Autonomous research compilation - comprehensive organizational analysis