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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 18.1% | 47 | Fragile | Stable Watch | |
| 2022 | — | — | 16.8% | 47 | Fragile | Stable Watch | |
| 2021 | — | — | 15.7% | 47 | Fragile | Recovery | |
| 2020 | — | — | 27.9% | 32 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | 17.6% | 41 | Fragile | Recovery | |
| 2018 | — | — | 18.1% | 37 | Financially Distressed | Decline Risk | |
| 2017 | — | — | 26.8% | 34 | Critical Intervention Needed | Gov Risk | |
| 2016 | — | — | 25.8% | 36 | Fragile | Recovery | |
| 2015 | — | — | 29.6% | 30 | Critical Intervention Needed | Gov Risk | |
| 2014 | — | — | 22.9% | 37 | Fragile | Recovery | |
| 2013 | — | — | 27.6% | 30 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 41.0% | 28 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 30.1% | 28 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MEGAN HOYT | Board Member | 9.7% of Rev | ||
| JENNIFER VAUGHN | Board Member | 9.2% of Rev | ||
| STEVE GOLD | Board President | — | ||
| RENEE NASH | Board President | — | ||
| CHRISTIAN BALDREE | Secretary | — | ||
| ARIANA MARCIAL | Treasurer | — | ||
| JENNIFER GOLDSBY | Board Member | — | ||
| STUART ELDRIDGE | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MEGAN HOYT | Board Member | 9.1% of Rev | ||
| JENNIFER VAUGHN | Board Member | 8.6% of Rev | ||
| STEVE GOLD | Board President | — | ||
| RENEE NASH | Board President | — | ||
| CHRISTIAN BALDREE | Secretary | — | ||
| TINA RUNYEN | Treasurer | — | ||
| JENNIFER GOLDSBY | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MEGAN HOYT | Board Member | 7.4% of Rev | ||
| JENNIFER VAUGHN | Board Member | 7.1% of Rev | ||
| REBECCA DESMOND | Board President | — | ||
| STEVE GOLD | Board President | — | ||
| CHRISTIAN BALDREE | Secretary | — | ||
| RENEE NASH | Treasurer | — |
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 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.
What's driving this score
- Comp-to-revenue ratio of 18.1% sits within the sector's healthy band (18–22%).
What would change this score
The two changes that would most improve this score:
- 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.