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 | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 12.3% | 57 | Fragile | Recovery | |
| 2022 | — | — | — | 42 | Fragile | Recovery | |
| 2021 | — | — | 24.1% | 40 | Governance-Stressed | Gov Risk | |
| 2020 | — | — | 59.3% | 44 | Governance-Stressed | Gov Risk | |
| 2019 | — | — | 10.0% | 57 | Fragile | Stable Watch | |
| 2018 | — | — | — | 57 | Fragile | Decline Risk | |
| 2017 | — | — | — | 61 | Stable | Stable Watch | |
| 2016 | — | — | — | 57 | Fragile | Decline Risk | |
| 2015 | — | — | — | 61 | Stable | Stable Watch | |
| 2014 | — | — | — | 61 | Stable | Stable Watch | |
| 2013 | — | — | — | 61 | Stable | Stable Watch | |
| 2012 | — | — | — | 61 | Stable | Stable Watch | |
| 2011 | — | — | — | 59 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| RACHEL IBA | Board Member | 12.2% of Rev | ||
| RUTHY HORAK | Board President | — | ||
| JARED MEEKER | Board President | — | ||
| BESS KNIGHT | Treasurer | — | ||
| CINDY UYPITCHIN-MUHILLY | Secretary | — | ||
| SHELBY CURTIS-MEEKER | Board Member | — | ||
| CHUCK KNIGHT | Board Member | — | ||
| NINA ZAMORA | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| RACHEL IBA | Board Member | 12.3% of Rev | ||
| JULIE VAZQUEZ | Board President | — | ||
| ROSALINDA LOVITT | Board President | — | ||
| BESS KNIGHT | Treasurer | — | ||
| JARED MEEKER | Secretary | — | ||
| CHUCK KNIGHT | Board Member | — | ||
| NAOMI GRAHAM | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TERESA X KRYGER | Secretary | 7.8% of Rev | ||
| JULISSA BOZMAN | Board President | 5.8% of Rev | ||
| JULIE VAZQUEZ | Board President | — | ||
| BESS KNIGHT | Treasurer | — | ||
| ROSALINDA LOVITT | Board Member | — | ||
| CHUCK KNIGHT | Board Member | — | ||
| ERIN MONTROSS D'BROT | Board Member | — | ||
| JAMIE JACOBS | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| RACHEL IBA | Board Member | 11.2% of Rev | ||
| TERESA X KRYGER | Executive Director | 7.8% of Rev | ||
| JULISSA BOZMAN | Board President | 6.4% of Rev | ||
| BESS KNIGHT | Executive Director | 0.5% of Rev | ||
| CHUCK KNIGHT | Board Member | 0.5% of Rev | ||
| JULIE VAZQUEZ | Board President | — | ||
| ROSALINDA LOVITT | Board Member | — | ||
| ERIN MONTROSS D'BROT | Board Member | — | ||
| JAMIE JACOBS | Board Member | — | ||
| BESS KNIGHT | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XAMAN KRYGER | Executive Director | 3.8% of Rev | ||
| BESS KNIGHT | Executive Director | 1.4% of Rev | ||
| CHUCK KNIGHT | Executive Director | 1.4% of Rev | ||
| TERRY NG | Board President | — | ||
| JULISSA BOZMAN | Board President | — | ||
| ANNA BENDORF | Secretary | — | ||
| JULIE VAZQUEZ | Board Member | — | ||
| ROSALINDA LOVITT | Board Member | — | ||
| JAMIE JACOB | Board Member | — | ||
| PENNY SANDE | Treasurer | — | ||
| BESS KNIGHT | Treasurer | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 830 other orgs in CA with NTEE prefix A6.
Most-divergent component: financial score sits 47 points above the peer median (80 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 12.3% sits within the sector's healthy band (18–22%).
- Two consecutive years of deficit spending.
What would change this score
The two changes that would most improve this score:
- Stabilize program expenses or grow earned-income revenue to break the consecutive-deficit pattern (~8 points to financial score).
Improving governance is a board decision. These are the levers.