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 | 21.0% | 51 | Fragile | Gov Risk | |
| 2023 | — | — | 18.6% | 51 | Fragile | Stable Watch | |
| 2022 | — | — | 15.5% | 51 | Fragile | Recovery | |
| 2021 | — | — | 47.8% | 46 | Governance-Stressed | Gov Risk | |
| 2020 | — | — | 25.1% | 46 | Governance-Stressed | Recovery | |
| 2019 | — | — | 27.4% | 46 | Governance-Stressed | Recovery | |
| 2018 | — | — | 28.0% | 38 | Fragile | Gov Risk | |
| 2017 | — | — | 25.5% | 40 | Fragile | Gov Risk | |
| 2016 | — | — | 25.9% | 40 | Fragile | Gov Risk | |
| 2015 | — | — | 29.7% | 40 | Fragile | Recovery | |
| 2014 | — | — | 34.4% | 32 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 27.9% | 30 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 32.0% | 30 | Critical Intervention Needed | Gov Risk |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JEANETTE WONG | Executive Director | 21.0% of Rev | ||
| DOROTHY MCDONALD | Board President | — | ||
| MARK HUMPHREY | Treasurer | — | ||
| SCOTT PINSKY | Secretary | — | ||
| ROBERT BRITTAIN | Board Member | — | ||
| ED DEL BECCARO | Board Member | — | ||
| SUSANNA STEINBERG | Board Member | — | ||
| MICHAEL STEINBERG | Board Member | — | ||
| ALYSSA TAUBMAN | Board Member | — | ||
| RONALD WILENSKY | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DANIEL LEVENSTEIN | Executive Director | 22.1% of Rev | ||
| DANIEL LEVENSTEIN | Executive Director | 18.6% of Rev | ||
| RON WILENSKY | Treasurer | — | ||
| DOROTHY MCDONALD | Secretary | — | ||
| MICHAEL STEINBERG | Board Member | — | ||
| ED DEL BECCARO | Board Member | — | ||
| FREDERICK TERMAN | Board Member | — | ||
| MICHAEL STEINBERG | Board Member | — | ||
| FREDERICK W TERMAN | Board Member | — | ||
| RON WILENSKY | Board Member | — | ||
| DOROTHY MCDONALD | Board President | — | ||
| MARK HUMPHREY | Treasurer | — | ||
| SCOTT PINSKY | Secretary | — | ||
| ED DEL BECCARO | Board Member | — | ||
| SUE STEINBERG | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DANIEL LEVENSTEIN | Board President | 22.0% of Rev | ||
| DANIEL LEVENSTEIN | Board President | 17.6% of Rev | ||
| MICHAEL STEINBERG | Board President | — | ||
| DOROTHY MCDONALD | Secretary | — | ||
| RON WILENSKY | Treasurer | — | ||
| Board Member | — | |||
| ARTHUR RANGEL | Board Member | — | ||
| FREDERICK TERMAN | Board Member | — | ||
| JOSHUA WEINER | Board Member | — | ||
| MICHAEL STEINBERG | Board President | — | ||
| DOROTHY MCDONALD | Secretary | — | ||
| RON WILENSKY | Treasurer | — | ||
| Board Member | — | |||
| ARTHUR RANGEL | Board Member | — | ||
| FREDERICK TERMAN | Board Member | — | ||
| JOSHUA WEINER | 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: program score sits 29 points above the peer median (60 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 21.0% sits within the sector's healthy band (18–22%).
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).
Improving governance is a board decision. These are the levers.