Steady State
Steady State
Market
Archetype
Mechanical
Natural
Tier
Priority Review
Trajectory Thumbprint
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.
The Stewardship
Institutional Health Scores
5-yr trend: Steady State ↓
Overall
26
Score
Governance
50
Score
Financial
10
Score
Program
30
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
Financial Era
Governance Era
Trajectory Era
Steady State
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2022 | — | — | — | 26 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 26.7% | 23 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 28.4% | 27 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 34.3% | 21 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 11.9% | 29 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 7.0% | 34 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 24.7% | 23 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 25 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 25 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 25 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 25 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PEGGY SONODA | Board Member | — | ||
| WILLIAM MCCARTHY | Board President | — | ||
| JULIE SAMPLE | Secretary | — | ||
| BRAD BLISTEN | Treasurer | — | ||
| EDEL MITCHELL | Executive Dir. | — | ||
| SHIRLEY HORACEK | Board Member | — | ||
| SHIRLEY HAZLETT | Board Member | — | ||
| LYNN HESSLER | Board Member | — | ||
| JIM VERHULST | Board Member | — | ||
| BRIDGET PARZYCH | Board Member | — | ||
| WES MARTIN | Board Member | — | ||
| LUPITA SOTELO | Board Member | — | ||
| JORDAN N CHESNUT | Board President | — | ||
| DANIELA R SEBASTIAN | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JORDAN N CHESNUT | Board Member | 35.7% of Rev | ||
| DANIELA R SEBASTIAN | Board Member | 1.6% of Rev | ||
| PEGGY SONODA | Board President | — | ||
| WILLIAM MCCARTHY | Board President | — | ||
| JULIE SAMPLE | Secretary | — | ||
| BRAD BLISTEN | Treasurer | — | ||
| EDEL MITCHELL | Executive Dir. | — | ||
| SHIRLEY HORACEK | Board Member | — | ||
| SHIRLEY HAZLETT | Board Member | — | ||
| LYNN HESSLER | Board Member | — | ||
| JIM VERHULST | Board Member | — | ||
| BRIDGET PARZYCH | Board Member | — | ||
| WES MARTIN | Board Member | — | ||
| LUPITA SOTELO | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| EDEL MITCHELL | Executive Dir. | 34.0% of Rev | ||
| EDEL MITCHELL | PROJ. COORD. | 30.2% of Rev | ||
| KEVIN WHITE | INTERIM E.D. | 12.8% of Rev | ||
| PEGGY SONODA | Board President | — | ||
| WILLIAM MCCARTHY | Board President | — | ||
| JULIE SAMPLE | Secretary | — | ||
| BRAD BLISTEN | Treasurer | — | ||
| SHIRLEY HORACEK | Board Member | — | ||
| SHIRLEY HAZLETT | Board Member | — | ||
| LYNN HESSLER | Board Member | — | ||
| JIM VERHULST | Board Member | — | ||
| BRIDGET PARZYCH | Board Member | — | ||
| WES MARTIN | Board Member | — | ||
| LUPITA SOTELO | Board Member | — | ||
| ALLEN ROOT | Board President | — | ||
| DANIEL GLIDDEN | Secretary | — | ||
| JEAN-ONIIAS D'ABREAU | Treasurer | — | ||
| JAIME DING | Board Member | — | ||
| NEAL BRETON | Board President | — | ||
| RICK CASTELLO | Board Member | — | ||
| MISSY REITNER-CAMERON | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
10 / 100
weight 40%
Governance risk
50 / 100
weight 40%
Program scale
30 / 100
weight 20%
Overall
26 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 1,425 other orgs in CA with NTEE prefix A6.
Most-divergent component: financial score sits 43 points below the peer median (10 vs. 53).
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.