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
38
Score
Governance
45
Score
Financial
40
Score
Program
45
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
Financial Era
Governance Era
Trajectory Era
Steady State
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 24.7% | 38 | Governance-Stressed | Gov Risk | |
| 2022 | — | — | 24.8% | 42 | Governance-Stressed | Recovery | |
| 2021 | — | — | 71.7% | 29 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 28.0% | 41 | Governance-Stressed | Recovery | |
| 2019 | — | — | 24.7% | 42 | Governance-Stressed | Gov Risk | |
| 2018 | — | — | 13.1% | 47 | Fragile | Recovery | |
| 2017 | — | — | 5.2% | 44 | Fragile | Recovery | |
| 2016 | — | — | 9.7% | 34 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 11.6% | 25 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 47 | Fragile | Decline Risk | |
| 2013 | — | — | — | 55 | Fragile | Stable Watch | |
| 2012 | — | — | — | 55 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CAROL JACOBSON | Artistic Director | Hidden | ||
| JOHN GULLAM | GENERAL MANAGER | Hidden | ||
| ROBIN HASHEM | GENERAL MANAGER | Hidden | ||
| CAROL JACOBSON | Board Member | Hidden | ||
| ELIZABETH MORRISON | Board Member | — | ||
| KRISTIE GHISETTI | Board President | — | ||
| STEPHANIE PERRETT | Secretary | — | ||
| JANET LUZZI | Treasurer | — | ||
| FRED TEMPAS | Board Member | — | ||
| STEVE COLE | Board Member | — | ||
| LAURIE TAKAO | Board Member | — | ||
| VANESSA KIBBE | Board Member | — | ||
| KEENAN POOL | Board President | — | ||
| JOHN ASH | Board Member | — | ||
| MACIE BOUGHTON | Board Member | — | ||
| DANIEL MOSKALY | Board Member | — | ||
| ELIZABETH MORRISON | Board Member | — | ||
| KRISTIE GHISETTI | Board President | — | ||
| STEPHANIE PERRETT | Secretary | — | ||
| JANET LUZZI | Treasurer | — | ||
| FRED TEMPAS | Board Member | — | ||
| STEVE COLE | Board Member | — | ||
| LAURIE TAKAO | Board Member | — | ||
| VANESSA KIBBE | Board Member | — | ||
| KEENAN POOL | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SIDDIQ KILKENNY | Board President | — | ||
| KRISTIE GHISETTI | Board President | — | ||
| STEPHANIE PERRETT | Secretary | — | ||
| JANET LUZZI | Treasurer | — | ||
| RANDY NOGGLE | Board Member | — | ||
| STEVE COLE | Board Member | — | ||
| PAM CAVANAGH | Board Member | — | ||
| CHRIS COX | Board Member | — | ||
| LAURIE TAKAO | Board Member | — | ||
| VANESSA KIBBE | Board Member | — | ||
| HOLLY MACDONELL | Board Member | — | ||
| KATHLEEN FRANKEL | Board Member | — | ||
| KEENAN POOL | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SIDDIQ KILKENNY | Board President | — | ||
| KRISTIE GHISETTI | Board President | — | ||
| STEPHANIE PERRETT | Secretary | — | ||
| JANET LUZZI | Treasurer | — | ||
| PAM CAHILL | Board Member | — | ||
| STEVE COLE | Board Member | — | ||
| LISA HOCKADAY | Board Member | — | ||
| JOHN SHERMER | Board Member | — | ||
| PAM CAVANAGH | Board Member | — | ||
| SHERI WOO | Board Member | — | ||
| CHRIS COX | Board Member | — | ||
| LAURIE TAKAO | Board Member | — | ||
| VANESSA KIBBE | Board Member | — | ||
| JILL PETRICCA | Board Member | — | ||
| HOLLY MACDONELL | Board Member | — | ||
| KATHLEEN FRANKEL | Board Member | — | ||
| KEENAN POOL | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SIDDIQ KILKENNY | Board President | — | ||
| KRISTIE GHISETTI | Board President | — | ||
| STEPHANIE PERRETT | Secretary | — | ||
| JANET LUZZI | Treasurer | — | ||
| PAM CAHILL | Board Member | — | ||
| STEVE COLE | Board Member | — | ||
| LISA HOCKADAY | Board Member | — | ||
| JOHN SHERMER | Board Member | — | ||
| PAM CAVANAGH | Board Member | — | ||
| SHERI WOO | Board Member | — | ||
| CHRIS COX | Board Member | — | ||
| LAURIE TAKAO | Board Member | — | ||
| VANESSA KIBBE | Board Member | — | ||
| JILL PETRICCA | Board Member | — | ||
| HOLLY MACDONELL | Board Member | — | ||
| KATHLEEN FRANKEL | Board Member | — | ||
| KEENAN POOL | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
Request access
Score breakdown
Score breakdown
Financial resilience
40 / 100
weight 40%
Governance risk
45 / 100
weight 40%
Program scale
45 / 100
weight 20%
Overall
38 / 100
Priority Review
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 14 points above the peer median (45 vs. 31).
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 24.7% is modestly above the sector's healthy band (18–22%) — worth monitoring.
What would change this score
The two changes that would most improve this score:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- Reduce top-officer compensation from 24.7% to under 22% of revenue — would move governance score by ~5 points.
Improving governance is a board decision. These are the levers.