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 | 4.8% | 25 | Critical Intervention Needed | Recovery | |
| 2023 | — | — | — | 28 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 37.1% | 33 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | — | 41 | Fragile | Decline Risk | |
| 2020 | — | — | — | 50 | Fragile | Recovery | |
| 2019 | — | — | — | 50 | Fragile | Recovery | |
| 2018 | — | — | — | 49 | Fragile | Recovery | |
| 2017 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 37 | Financially Distressed | Recovery | |
| 2014 | — | — | — | 33 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 35 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SAMANTHA EVE | Board President | 4.1% of Rev | ||
| DEBORAH BERTLING | Board Member | 0.7% of Rev | ||
| IRWIN EVE | VICE PRESIDE | — | ||
| SALLI EVE | Treasurer | — | ||
| MAGGIE YATES | Secretary | — | ||
| MICA BASILICA | Board Member | — | ||
| DAVID PARIS | Board Member | — | ||
| TERI BALL | Board Member | — | ||
| DALINA KLAN | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SAMANTHA EVE | Board President | 15.5% of Rev | ||
| MAGGIE YATES | Secretary | 0.7% of Rev | ||
| IRWIN EVE | VICE PRESIDE | — | ||
| SALLI EVE | Treasurer | — | ||
| DEBORAH BERTLING | Board Member | — | ||
| ROGER DURLING | Board Member | — | ||
| MICA BASILICA | Board Member | — | ||
| DAVID PARIS | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SAMANTHA EVE | Board President | — | ||
| IRWIN EVE | VICE PRESIDE | — | ||
| SALLI EVE | Treasurer | — | ||
| TERI BALL | Secretary | — | ||
| DEBORAH BERTLING | Board Member | — | ||
| MAGGIE YATES | Board Member | — | ||
| ROGER DURLING | Board Member | — | ||
| SAMANTHA EVE | Board President | — | ||
| IRWIN EVE | VICE PRESIDE | — | ||
| SALLI EVE | Treasurer | — | ||
| TERI BALL | Secretary | — | ||
| DEBORAH BERTLING | Board Member | — | ||
| MAGGIE YATES | Board Member | — | ||
| ROGER DURLING | Board Member | — |
Score breakdown
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: financial score sits 23 points below the peer median (10 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 4.8% 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.