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 | Hidden | Hidden | 5.7% | 46 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 4.6% | 55 | Fragile | Stable Watch | |
| 2021 | — | — | 6.0% | 54 | Fragile | Stable Watch | |
| 2020 | — | — | 7.6% | 54 | Fragile | Recovery | |
| 2019 | — | — | 8.1% | 46 | Financially Distressed | Decline Risk | |
| 2018 | — | — | 6.7% | 54 | Fragile | Recovery | |
| 2017 | — | — | 6.6% | 46 | Financially Distressed | Decline Risk | |
| 2016 | — | — | 6.7% | 50 | Fragile | Recovery | |
| 2015 | — | — | 6.3% | 46 | Financially Distressed | Decline Risk | |
| 2014 | — | — | 7.9% | 54 | Fragile | Recovery | |
| 2013 | — | — | 8.7% | 48 | Fragile | Decline Risk | |
| 2012 | — | — | 8.9% | 50 | Fragile | Decline Risk | |
| 2011 | — | — | 6.6% | 54 | Fragile | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHAEL REMSON | Executive Director | 5.6% of Rev | ||
| CHARLES CHAMBERLAYNE | Board Member | — | ||
| MARK HENNENFENT | Treasurer | — | ||
| TINA DYER | VC, Governance | — | ||
| PHIL BICKLEY | Board Member | — | ||
| REGINA BUCKLEY | Board Member | — | ||
| SUE GREENWAY | Board President | — | ||
| DIANE LAW | Board Member | — | ||
| ARCHIE PALENCIA | Board Member | — | ||
| MARILYN LINDBERG | Board Member | — | ||
| KATHLEEN DELANEY | Board Member | — | ||
| STACIE YOUNG | Secretary | — | ||
| DAVID SARKARIA | Board Member | — | ||
| ERIC COHEN | VC, Development | — | ||
| JOHN LIPSEY | VC, COMM REL | — | ||
| WEILYNN CHIANG | Board Member | — | ||
| MEGAN MATTHEW | Board Member | — | ||
| ANGELO ARIAS | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHAEL REMSON | Executive Director | 5.5% of Rev | ||
| CHARLES CHAMBERLAYNE | Board Member | — | ||
| MARK HENNENFENT | Board Member | — | ||
| TINA DYER | VC, Governance | — | ||
| GRISELDA DELGADO thru 62221 | Board Member | — | ||
| ABDUL CHOHAN | Treasurer | — | ||
| SUE GREENWAY | Board President | — | ||
| DIANE LAW | Board Member | — | ||
| ARCHIE PALENCIA | Board Member | — | ||
| MARILYN LINDBERG | Board Member | — | ||
| KATHLEEN DELANEY | Board Member | — | ||
| STACIE YOUNG | Secretary | — | ||
| ERIC COHEN | VC, Development | — | ||
| JOHN LIPSEY | VC, COMM REL | — | ||
| WEILYNN CHIANG | Board Member | — | ||
| MEGAN MATTHEW | Board Member | — | ||
| ANGELO ARIAS | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHAEL REMSON | Executive Director | 5.2% of Rev | ||
| CHARLES CHAMBERLAYNE | Board Member | — | ||
| PERLA BROWNLIE | Board Member | — | ||
| TINA DYER | VC, Governance | — | ||
| GRISELDA DELGADO | Board Member | — | ||
| ABDUL CHOHAN | Treasurer | — | ||
| SUE GREENWAY | Board President | — | ||
| BERNIE KULCHIN | Secretary | — | ||
| ARCHIE PALENCIA | Board Member | — | ||
| MARILYN LINDBERG | Board Member | — | ||
| KATHLEEN DELANEY | Board Member | — | ||
| STACIE YOUNG | Board Member | — | ||
| ERIC COHEN | VC, Development | — | ||
| JOHN LIPSEY | VC, COMM REL | — | ||
| WEILYNN CHIANG | Board Member | — | ||
| MEGAN MATTHEW | Board Member | — | ||
| BRYCE BESSER | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 830 other orgs in CA with NTEE prefix A6.
Most-divergent component: program score sits 29 points above the peer median (60 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 46 → 46 over 5 years (stable by 0 points).
What's driving this score
- Comp-to-revenue ratio of 5.7% 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:
- 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.