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
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2023 | Hidden | Hidden | 12.0% | 78 | Unknown | — | |
| 2022 | Hidden | Hidden | 12.0% | 77 | Unknown | — | |
| 2021 | Hidden | Hidden | 12.0% | 80 | Unknown | — | |
| 2019 | Hidden | Hidden | 12.0% | 79 | Unknown | — | |
| 2018 | Hidden | Hidden | 0.0% | 75 | Unknown | — | |
| 2017 | Hidden | Hidden | 0.0% | 87 | Unknown | — | |
| 2016 | Hidden | Hidden | 0.0% | 75 | Unknown | — | |
| 2015 | Hidden | Hidden | 10.0% | 78 | Unknown | — | |
| 2014 | Hidden | Hidden | 0.0% | 77 | Unknown | — | |
| 2013 | Hidden | Hidden | 10.0% | 90 | Unknown | — | |
| 2012 | Hidden | Hidden | 0.0% | 84 | Unknown | — | |
| 2011 | Hidden | Hidden | 10.0% | 77 | Unknown | — |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | Hidden |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | Hidden |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | Hidden |
Tax year 2019
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | Hidden |
Tax year 2018
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | Hidden |
Tax year 2017
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | Hidden |
Tax year 2016
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | Hidden |
Tax year 2015
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | Hidden |
Tax year 2014
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | Hidden |
Tax year 2013
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | Hidden |
Tax year 2012
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | Hidden |
Tax year 2011
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | Hidden |
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: financial score sits 47 points above the peer median (80 vs. 33).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
Overall score has gone from 75 → 78 over 5 years (improving by 3 points).
What's driving this score
- Comp-to-revenue ratio of 12.0% sits within the sector's healthy band (18–22%).
What would change this score
No specific high-impact levers identified — this org's score is balanced across components.
Improving governance is a board decision. These are the levers.