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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | 15.0% | 30 | Critical Intervention Needed | Recovery | |
| 2023 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | — | 32 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | — | 45 | Fragile | Recovery | |
| 2020 | — | — | — | 44 | Fragile | Recovery | |
| 2019 | — | — | — | 35 | Financially Distressed | Decline Risk | |
| 2018 | — | — | — | 39 | Fragile | Decline Risk | |
| 2017 | — | — | — | 41 | Financially Distressed | Stable Watch | |
| 2016 | — | — | — | 41 | Financially Distressed | Recovery | |
| 2015 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 35 | Financially Distressed | Recovery | |
| 2011 | — | — | — | 27 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LAWRENCE KOHL | Executive Dir. | 15.0% of Rev | ||
| CYNDI ATHERTON | Board President | — | ||
| JULIA BIRDSONG | Board Member | — | ||
| PAMELA PHILBERT | Board President | — | ||
| BOBBE MYLES | Board Member | — | ||
| LAURA VARNER | Secretary | — | ||
| RAQUEL HOLT | Board President | — | ||
| NORMA J FOSS | Treasurer | — | ||
| MICHELLE HENDERSON | Board Member | — | ||
| BRUCE HENDERSON | Board Member | — | ||
| TOM RAMOS | Board Member | — | ||
| CALVIN WOOD | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SUE FARMER | Board Member | — | ||
| PAUL MCKELLAR | Board Member | — | ||
| PAMELA PHILBERT | Chairman | — | ||
| LAWRENCE KOHL | Executive Dir. | — | ||
| DANIELLA KARO | Board Member | — | ||
| LAURA VARNER | Secretary | — | ||
| RAQUEL HOLT | Board President | — | ||
| NORMA J FOSS | Treasurer | — | ||
| CALVIN WOOD | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SONYA SHEFFIELD | Board Member | — | ||
| RITA AHLUWALIA | Secretary | — | ||
| PAMELA PHILBERT | Secretary | — | ||
| LAWRENCE KOHL | Executive Dir. | — | ||
| DANIELLA KARO | Board Member | — | ||
| RAQUEL HOLT | Board President | — | ||
| CHUCK HARTWIG | Treasurer | — | ||
| CALVIN WOOD | Board Member | — |
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.
What's driving this score
- Comp-to-revenue ratio of 15.0% 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.