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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 4.6% | 41 | Financially Distressed | Recovery | |
| 2022 | — | — | 8.6% | 38 | Financially Distressed | Recovery | |
| 2021 | — | — | 12.1% | 50 | Fragile | Stable Watch | |
| 2020 | — | — | 14.5% | 47 | Fragile | Recovery | |
| 2019 | — | — | 15.4% | 41 | Financially Distressed | Decline Risk | |
| 2018 | — | — | 15.5% | 41 | Financially Distressed | Decline Risk | |
| 2017 | — | — | 13.9% | 50 | Fragile | Recovery | |
| 2016 | — | — | 14.9% | 42 | Financially Distressed | Recovery | |
| 2015 | — | — | 15.8% | 41 | Fragile | Decline Risk | |
| 2014 | — | — | 11.5% | 50 | Fragile | Recovery | |
| 2013 | — | — | 17.8% | 34 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 16.4% | 41 | Fragile | Recovery | |
| 2011 | — | — | 13.9% | 42 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOSHUA PRICE | Executive Dir. | 11.8% of Rev | ||
| GAIL KEAN | Board Member | — | ||
| FRANK GIOVANNI | Board Member | — | ||
| RAMIE MORALES | Board Member | — | ||
| EDIE OLSEN | Board Member | — | ||
| KATHIE CAMPBELL | Board President | — | ||
| LAMONT RIDGELL | Secretary | — | ||
| RON YAROLIMEK | Board President | — | ||
| RICK CARRAHER | Treasurer | — | ||
| JOEL ROSTER | Executive Director | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOEL ROSTER | Executive Director | 13.2% of Rev | ||
| MICHAEL RAMSEY | Board President | — | ||
| SUSAN HURL | Board Member | — | ||
| RICK CARRAHER | Board Member | — | ||
| JESSICA SPEACE | Board Member | — | ||
| RON YAROLIMEK | Treasurer | — | ||
| MARGE KATIN | Secretary | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOEL ROSTER | Executive Direc | 11.0% of Rev | ||
| JOEL ROSTER | Executive Direc | 11.0% of Rev | ||
| RICK CARRAHER | Executive Direc | 8.9% of Rev | ||
| RICK CARRAHER | Board Member | — | ||
| SUSAN HURL | Board Member | — | ||
| RON YAROLIMEK | Treasurer | — | ||
| MARGE KATIN | Secretary | — | ||
| MIKE RAMSEY | Board President | — | ||
| MIKE RAMSEY | Board President | — | ||
| BOB COAKLEY | Board Member | — | ||
| RICK CARRAHER | Executive Dir. | — | ||
| SUSAN HURL | Board Member | — | ||
| CATHERINE ERNY | Board Member | — | ||
| RON YAROLIMEK | Treasurer | — | ||
| MARGE KATIN | Secretary | — | ||
| RICK CARRAHER | Board Member | — | ||
| SUSAN HURL | Board Member | — | ||
| RON YAROLIMEK | Treasurer | — | ||
| MARGE KATIN | Secretary | — | ||
| MIKE RAMSEY | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| RICK CARRAHER | Executive Direc | 8.9% of Rev | ||
| MIKE RAMSEY | Board President | — | ||
| BOB COAKLEY | Board Member | — | ||
| RICK CARRAHER | Executive Dir. | — | ||
| SUSAN HURL | Board Member | — | ||
| CATHERINE ERNY | Board Member | — | ||
| RON YAROLIMEK | Treasurer | — | ||
| JOEL ROSTER | Executive Dir. | — | ||
| MARGE KATIN | Secretary | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 7 other orgs in CA with NTEE prefix A8.
Most-divergent component: financial score sits 41 points below the peer median (15 vs. 56).
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 4.6% 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.