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 | — | 30 | Critical Intervention Needed | Decline Risk | |
| 2023 | Hidden | Hidden | — | 19 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | — | 23 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 44 | Fragile | Decline Risk | |
| 2020 | — | — | — | 40 | Fragile | Decline Risk | |
| 2019 | — | — | — | 30 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 26 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | — | 27 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | — | 23 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 25 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 37 | Fragile | Recovery | |
| 2011 | — | — | — | 33 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| David Derks | Board President | — | ||
| Elizabeth Caputo | Treasurer | — | ||
| LC Harnsberger | Secretary | — | ||
| Joan Cain | Board Member | — | ||
| Jodie Mosley | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID DERKS | Board President | — | ||
| JOAN CAIN | Treasurer | — | ||
| LC HARNSBERGER | Secretary | — | ||
| MARK WILLIAMS | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID DERKS | Board President | — | ||
| HITEN RATANJEE | Treasurer | — | ||
| ANTOINIETTE SAUNDERS | Board Member | — | ||
| JOAN CAIN | Board Member | — | ||
| PILAR GRAVES | Board Member | — | ||
| DAVID DERKS | Board President | — | ||
| HITEN RATANJEE | Treasurer | — | ||
| ANTOINIETTE SAUNDERS | Board Member | — | ||
| JOAN CAIN | Board Member | — | ||
| PILAR GRAVES | Board Member | — | ||
| DAVID DERKS | Board President | — | ||
| HERMAN MENDEZ | Treasurer | — | ||
| GREG ADAMSON | Secretary | — | ||
| JOAN CAIN | ORCHESTRA MGR | — | ||
| LC HARNSBERGER | Board Member | — | ||
| MARK WILLIAMS | 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: program score sits 27 points below the peer median (5 vs. 32).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
What's driving this score
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- 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.