Governance Lag
What does this mean?
Revenue and Program Scale spike rapidly, but the Governance Score remains stagnant. The organization has outgrown its founding era but hasn't installed proper oversight.
The Path Forward
The Scaffold
Brings immediate structural maturity. It represents the necessity of outside, independent oversight to manage new scale, breaking the echo chamber of a founding 'friends and family' board.
Title
Representative Institutions
Institutional Epochs
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | — | — | — | 64 | Stable | Stable Watch | |
| 2023 | — | — | — | 23 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | — | 32 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | — | 37 | Fragile | Recovery | |
| 2020 | — | — | — | 40 | Financially Distressed | Recovery | |
| 2019 | — | — | — | 25 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | — | 37 | Financially Distressed | Recovery | |
| 2014 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | — | 31 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| APRIL SAMUELSON | Board President | — | ||
| JEN DEREYES | Board President | — | ||
| RUTH MERCADO | Board President | — | ||
| TIM SAMUELSON | Treasurer | — | ||
| MEAGAN RODRIGUEZ | Board President | — | ||
| FRANKY RODRIGUEZ | Board President | — | ||
| SOO CHA | Secretary | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOHN GODOY | BOX OFFICE C | — | ||
| JULIE GODOY | BOX OFFICE C | — | ||
| ASUNCION LAURON | Treasurer | — | ||
| ED MENEZES | VICE PRESIDE | — | ||
| SHANNA MENEZES | VICE PRESIDE | — | ||
| AUDRA PATEL | Secretary | — | ||
| LEAH REED | Board President | — | ||
| TIM SAMUELSON | Treasurer | — | ||
| JENNIFER SIGLIN | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KATIE MOORE | Board President | — | ||
| WENDY MIGUEL | Board President | — | ||
| RICHIE MIGUEL | VICE PRESIDE | — | ||
| SUSANA SIFUENTES | Treasurer | — | ||
| RANDA CALMELAT | Treasurer | — | ||
| NATALIA TODOROV | Secretary | — | ||
| SHANNA MENEZES | BASKETS | — | ||
| ANNETTE HELLIE | BOX OFFICE L | — | ||
| TAYSHI VILLAR | PROJECT FUND | — | ||
| FELICIA SIAZON | CONCESSIONS | — | ||
| GARRY CAMERON | BASKETS | — | ||
| KELLY REED | BASKETS LEAD | — | ||
| AUDRA PATEL | CONESSIONS 2 | — | ||
| ANDREA THOMPSON | JR. HIGH LIA | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 4 other orgs in CA with NTEE prefix B9.
Most-divergent component: financial score sits 59 points above the peer median (90 vs. 31).
5-year trend: Governance Lag
Revenue and Program Scale spike rapidly, but the Governance Score remains stagnant. The organization has outgrown its founding era but hasn't installed proper oversight.
What's driving this score
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
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.