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 | Hidden | Hidden | 17.0% | 41 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 19.2% | 41 | Financially Distressed | Decline Risk | |
| 2021 | — | — | 18.6% | 43 | Financially Distressed | Recovery | |
| 2020 | — | — | 32.9% | 42 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | 26.6% | 46 | Fragile | Gov Risk | |
| 2018 | — | — | 25.9% | 46 | Fragile | Gov Risk | |
| 2017 | — | — | 16.9% | 51 | Fragile | Stable Watch | |
| 2016 | — | — | 20.1% | 51 | Fragile | Gov Risk | |
| 2015 | — | — | 19.6% | 51 | Fragile | Stable Watch | |
| 2014 | — | — | 16.5% | 51 | Fragile | Stable Watch | |
| 2013 | — | — | 17.7% | 51 | Fragile | Stable Watch | |
| 2012 | — | — | 21.2% | 51 | Fragile | Recovery | |
| 2011 | — | — | 29.6% | 42 | Fragile | Gov Risk |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LAUREL NEAR | Executive Dir. | 16.8% of Rev | ||
| MARY ANN VILLWOCK | Secretary | — | ||
| JEANINE NADEL | Board President | — | ||
| JUDITH WATERMAN | Treasurer | — | ||
| CAROL PARK | Board Member | — | ||
| ZOEY FERNANDEZ | Board President | — | ||
| AUDREY GRAMKE | Board Member | — | ||
| ALISON de GRASSI | Board Member | — | ||
| JACIARA BAYER | Board Member | — | ||
| MICHELLE SIDES-REICHARDT | Board Member | — | ||
| KEITH SUGAWARA | Board Member | — | ||
| MICHAELYN WIPF | Board Member | — | ||
| JACKELINE GONZALEZ de OROZCO | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LAUREL NEAR | Executive Dir. | 12.5% of Rev | ||
| PAULETTE ARNOLD | Executive Dir. | 3.3% of Rev | ||
| MARY ANN VILLWOCK | Board Member | — | ||
| JEANINE NADEL | Board Member | — | ||
| JUDITH WATERMAN | Treasurer | — | ||
| CAROL PARK | Secretary | — | ||
| ZOEY FERNANDEZ | Board President | — | ||
| AUDREY GRAMKE | Board Member | — | ||
| ALISON de GRASSI | Board Member | — | ||
| JACIARA BAYER | Board Member | — | ||
| MICHELLE SIDES-REICHARDT | Board Member | — | ||
| KEITH SUGAWARA | Board President | — | ||
| MICHAELYN WIPF | Board Member | — | ||
| JACKELINE GONZALEZ de OROZCO | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LAUREL NEAR | Artistic Director | 12.5% of Rev | ||
| PAULETTE ARNOLD | Artistic Director | 12.5% of Rev | ||
| AUDREY GRAMKE | Board Member | 0.4% of Rev | ||
| MARY ANN VILLWOCK | Board President | — | ||
| JEANINE NADEL | Board President | — | ||
| JUDITH WATERMAN | Treasurer | — | ||
| CAROL PARK | Board Member | — | ||
| ZOEY FERNANDEZ | Board Member | — | ||
| ALISON de GRASSI | Secretary | — | ||
| LYDIA LOPEZ | Board Member | — | ||
| MICHELLE SIDES-REICHARDT | Board Member | — | ||
| KEITH SUGAWARA | Board Member | — | ||
| JACKELINE GONZALEZ de OROZCO | 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.
Overall score has gone from 46 → 41 over 5 years (declining by 5 points).
What's driving this score
- Comp-to-revenue ratio of 17.0% 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- 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.