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 | — | — | — | 52 | Fragile | Recovery | |
| 2022 | — | — | 8.8% | 44 | Financially Distressed | Recovery | |
| 2021 | — | — | 10.4% | 42 | Financially Distressed | Recovery | |
| 2020 | — | — | 15.0% | 39 | Financially Distressed | Decline Risk | |
| 2019 | — | — | — | 48 | Fragile | Recovery | |
| 2018 | — | — | — | 45 | Fragile | Recovery | |
| 2017 | — | — | 18.7% | 43 | Fragile | Decline Risk | |
| 2016 | — | — | — | 52 | Fragile | Recovery | |
| 2015 | — | — | — | 39 | Fragile | Stable Watch | |
| 2014 | — | — | — | 39 | Fragile | Recovery | |
| 2013 | — | — | — | 25 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 43 | Fragile | Stable Watch | |
| 2011 | — | — | — | 43 | Fragile | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MEGAN WYGANT | Executive Director | 5.0% of Rev | ||
| GINA LAPLACA | Board President | — | ||
| DAVID TEMBLADOR | Board President | — | ||
| BURT COHEN | Treasurer | — | ||
| TASHINA BRITO | AT LARGE | — | ||
| GREG AGUIRRE | AT LARGE | — | ||
| BRYAN CHEN | AT LARGE | — | ||
| CHARLES DEANELUS | OWNER REPRESENTATIVE | — | ||
| TALIA KAUFMAN | AT LARGE | — | ||
| KAHLIL KEYS | AT LARGE | — | ||
| ANTHONY KRUTZKAMP | TENANT REPRESENTATIVE | — | ||
| ERIC RIVIERA-JURADO | AT LARGE | — | ||
| MEGAN VAN VOORHIS | OWNER REPRESENTATIVE | — | ||
| MICHAEL STEVENSON | TENANT REPRESENTATIVE | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MEGAN WYGANT | EXECUTIVE DI | 4.6% of Rev | ||
| GREG AGUIRRE | Board Member | — | ||
| TASHINA BRITO | Board Member | — | ||
| BURT COHEN | Treasurer | — | ||
| JEANNIE HOWELL | Board Member | — | ||
| TALIA KAUFMAN | Board Member | — | ||
| ANTHONY KRUTZKAMP | Board Member | — | ||
| GINA LAPLACA | Board Member | — | ||
| RICHARD LEWIS | Board President | — | ||
| CHARLES DEANGELUS | Board Member | — | ||
| CHRIS SEWARD | Secretary | — | ||
| MICHAEL STEVENSON | Board Member | — | ||
| DAVID TEMBLADOR | Board President | — | ||
| SHIRLEE TULLY | Board Member | — | ||
| MEGAN VAN VOORHIS | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ELIZABETH BAIDOO | Board Member | — | ||
| CHRISTINA BECKWITH | Treasurer | — | ||
| BURT COHEN | Board Member | — | ||
| JODY ULICH | Board Member | — | ||
| RON FREDMAN | Board Member | — | ||
| TALIA KAUFMAN | Board Member | — | ||
| ANTHONY KRUTZKAMP | Board Member | — | ||
| RICHARD LEWIS | Board President | — | ||
| RICHARD RICH | VICE PRESIDE | — | ||
| JESSIE RYAN | Board Member | — | ||
| CHRIS SEWARD | Secretary | — | ||
| MICHAEL STEVENSON | Board Member | — | ||
| DAVID TEMBLADOR | Board Member | — | ||
| SHIRLEE TULLY | Board Member | — | ||
| MEGAN WYGANT | EXECUTIVE DI | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 46 other orgs in CA with NTEE prefix A1.
Most-divergent component: program score sits 31 points above the peer median (60 vs. 29).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
Overall score has gone from 48 → 52 over 5 years (improving by 4 points).
What's driving this score
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- Net assets declined for 3 consecutive years of deficit spending; cash runway narrowing.
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.