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 | 33.9% | 25 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 37.3% | 25 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 51.1% | 17 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 25.4% | 25 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | — | 20 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 42.3% | 21 | Critical Intervention Needed | Gov Risk | |
| 2017 | — | — | — | 24 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 22.4% | 28 | Critical Intervention Needed | Gov Risk | |
| 2015 | — | — | — | 26 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 30 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 21.9% | 20 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 9.2% | 29 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2010 | — | — | 4.2% | 30 | Critical Intervention Needed | Recovery | |
| 2009 | — | — | — | 35 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MINNA CHOI | Board President | 48.4% of Rev | ||
| MICHAEL HESSION | Board Member | — | ||
| KARL CRONIN | Board President | — | ||
| JOHN VANDERSLICE | Treasurer | — | ||
| ZOE KEATING | Secretary | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MINNA CHOI | Board President | 41.9% of Rev | ||
| MICHAEL HESSION | Board Member | — | ||
| KARL CRONIN | Board President | — | ||
| JOHN VANDERSLICE | Treasurer | — | ||
| ZOE KEATING | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MINNA CHOI | Board President | 22.6% of Rev | ||
| MICHAEL HESSION | Board Member | — | ||
| KARL CRONIN | Board President | — | ||
| JOHN VANDERSLICE | Treasurer | — | ||
| ZOE KEATING | Secretary | — |
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: financial score sits 18 points below the peer median (15 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 20 → 25 over 5 years (improving by 5 points).
What's driving this score
- Comp-to-revenue ratio of 33.9% is above the 90th percentile for orgs of this size (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:
- Reduce top-officer compensation from 33.9% to under 22% of revenue — would move governance score by ~24 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.