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 |
|---|---|---|---|---|---|---|---|
| 2023 | — | — | 28.8% | 28 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 68.0% | 32 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 8.6% | 37 | Fragile | Recovery | |
| 2020 | — | — | 12.2% | 33 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 57.1% | 30 | Critical Intervention Needed | Gov Risk | |
| 2018 | — | — | 51.7% | 32 | Critical Intervention Needed | Gov Risk | |
| 2017 | — | — | 54.9% | 32 | Critical Intervention Needed | Gov Risk | |
| 2016 | — | — | — | 51 | Fragile | Stable Watch | |
| 2015 | — | — | — | 51 | Fragile | Decline Risk | |
| 2014 | — | — | — | 51 | Fragile | Recovery | |
| 2011 | — | — | — | 47 | Fragile | Recovery | |
| 2010 | — | — | — | 31 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TERESA SANCHEZ | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ALEJANDRA FLORES | Board President | 4.3% of Rev |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ALEJANDRA FLORES | Board President | 3.5% of Rev |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 171 other orgs in CA with NTEE prefix A2.
Most-divergent component: financial score sits 29 points below the peer median (5 vs. 34).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
Overall score has gone from 30 → 28 over 5 years (declining by 2 points).
What's driving this score
- Comp-to-revenue ratio of 28.8% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- 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:
- Reduce top-officer compensation from 28.8% to under 22% of revenue — would move governance score by ~14 points.
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
Improving governance is a board decision. These are the levers.