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 | — | — | 14.1% | 35 | Fragile | Recovery | |
| 2022 | — | — | 31.8% | 29 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 39.2% | 37 | Governance-Stressed | Recovery | |
| 2020 | — | — | 10.0% | 37 | Fragile | Recovery | |
| 2019 | — | — | 21.5% | 29 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | 20.7% | 29 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 25.8% | 22 | Critical Intervention Needed | Gov Risk | |
| 2016 | — | — | 23.8% | 25 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 22.8% | 33 | Critical Intervention Needed | Gov Risk | |
| 2014 | — | — | — | 35 | Fragile | Stable Watch | |
| 2013 | — | — | — | 35 | Fragile | Recovery | |
| 2012 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 31 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TIMOTHY BRUNEAU | Artistic Director | 14.1% of Rev | ||
| JAVIER CONTRERAS | Board Member | — | ||
| REBECKA FISHMAN | Board Member | — | ||
| MARTY STATTIN | Board Member | — | ||
| JINI MAYER | Board Member | — | ||
| NANCY WILLIAMS | Board Member | — | ||
| BRUCE CRANSTON | Board Member | — | ||
| CAROL MARCUSE | Board Member | — | ||
| JULIE WILLIAMSON | Treasurer | — | ||
| SHEILA RACZINSKY | Secretary | — | ||
| LU RECTOR | Board Member | — | ||
| MARNE MCCLUSKEY | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TIMOTHY BRUNEAU | Artistic Director | 23.0% of Rev | ||
| TIMOTHY BRUNEAU | Artistic Director | 8.6% of Rev | ||
| JULIE WILLIAMSON | Treasurer | — | ||
| SHEILA RACZINSKY | Secretary | — | ||
| LU RECTOR | Board Member | — | ||
| MARNE MCCLUSKEY | Board President | — | ||
| MARTY STATTIN | Board Member | — | ||
| JAVIER CONTRERAS | IRECTOR | — | ||
| JAVIER CONTRERAS | Board Member | — | ||
| PATRICIA MCWORTER | Board Member | — | ||
| PATRICIA MCWORTER | Board Member | — | ||
| JULIA TYLER | Treasurer | — | ||
| JULIA TYLER | Treasurer | — | ||
| TIMOTHY BRUNEAU | Artistic Director | — | ||
| REBECCA FISHMAN | Board Member | — | ||
| REBECCA FISHMAN | Board Member | — | ||
| NANCY WILLIAMS | Board Member | — | ||
| NANCY WILLIAMS | Board Member | — | ||
| BRUCE CRANSTON | Board Member | — | ||
| BRUCE CRANSTON | Board Member | — | ||
| CAROL MARCUSE | Board President | — | ||
| CAROL MARCUSE | Board President | — | ||
| JULIE WILLIAMSON | Board President | — | ||
| JULIE WILLIAMSON | Board President | — | ||
| ANA RANGEL | Secretary | — | ||
| ANA RANGEL | Secretary | — | ||
| ANDREW SANDERSON | Board Member | — | ||
| ANDREW SANDERSON | Board Member | — | ||
| ANDREW SHERIFF | Board Member | — | ||
| ANDREW SHERIFF | Board Member | — | ||
| JAVIER CONTRERAS | Board Member | — | ||
| REBECKA FISHMAN | Board Member | — | ||
| MARTY STATTIN | Board Member | — | ||
| JINI MAYER | Board Member | — | ||
| NANCY WILLIAMS | Board Member | — | ||
| BRUCE CRANSTON | Board Member | — | ||
| CAROL MARCUSE | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 1,424 other orgs in CA with NTEE prefix A6.
Most-divergent component: financial score sits 28 points below the peer median (25 vs. 53).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
Overall score has gone from 29 → 35 over 5 years (improving by 6 points).
What's driving this score
- Comp-to-revenue ratio of 14.1% sits within the sector's healthy band (18–22%).
- 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.