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 | — | — | 30.2% | 42 | Governance-Stressed | Gov Risk | |
| 2022 | — | — | 24.6% | 43 | Fragile | Recovery | |
| 2021 | — | — | 27.4% | 30 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 34.9% | 30 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | 27.6% | 42 | Governance-Stressed | Gov Risk | |
| 2018 | — | — | 17.3% | 47 | Fragile | Recovery | |
| 2017 | — | — | 25.7% | 32 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 73.1% | 23 | Critical Intervention Needed | Gov Risk | |
| 2015 | — | — | 28.9% | 36 | Fragile | Recovery | |
| 2014 | — | — | 29.9% | 23 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 59.6% | 24 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 22.7% | 33 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 47 | Fragile | Recovery | |
| 2010 | — | — | — | 43 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KATHRYN BATES | ASSISTANT SE | 9.8% of Rev | ||
| CHARLTON LEE | Artistic Director | 9.8% of Rev | ||
| MARY ANN GROSSMAN | Board Member | — | ||
| ARTHUR HAUBENSTOCK | Board Member | — | ||
| CHRISTINE OH KAN | Board Member | — | ||
| KATHERINE KAUFMANN | Board President | — | ||
| JANE KUMIN | Board President | — | ||
| WENDY LU | Treasurer | — | ||
| RICK SHINOZAKI | Board Member | — | ||
| GAYLE TSERN STRANG | Board Member | — | ||
| JOHANNA WALD | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KATHRYN BATES | ASSISTANT SE | 9.0% of Rev | ||
| CHARLTON LEE | Artistic Director | 9.0% of Rev | ||
| MARY ANN GROSSMAN | Board Member | — | ||
| ARTHUR HAUBENSTOCK | Board Member | — | ||
| CHRISTINE OH KAN | Board Member | — | ||
| KATHERINE KAUFMANN | Board President | — | ||
| JANE KUMIN | Board President | — | ||
| WENDY LU | Treasurer | — | ||
| RICK SHINOZAKI | Board Member | — | ||
| GAYLE TSERN STRANG | Board Member | — | ||
| JOHANNA WALD | Board President | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 829 other orgs in CA with NTEE prefix A6.
Most-divergent component: program score sits 14 points above the peer median (45 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 42 → 42 over 5 years (stable by 0 points).
What's driving this score
- Comp-to-revenue ratio of 30.2% is above the 90th percentile for orgs of this size (healthy band: 18–22%).
What would change this score
The two changes that would most improve this score:
- Reduce top-officer compensation from 30.2% to under 22% of revenue — would move governance score by ~16 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.