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 | — | — | 6.5% | 44 | Fragile | Stable Watch | |
| 2022 | — | — | 3.2% | 45 | Fragile | Stable Watch | |
| 2021 | — | — | 3.4% | 45 | Fragile | Decline Risk | |
| 2020 | — | — | 5.6% | 50 | Fragile | Recovery | |
| 2019 | — | — | — | 42 | Fragile | Recovery | |
| 2018 | — | — | — | 26 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ALEX EVANS | Executive Director | 2.1% of Rev | ||
| BENJAMIN DICKOW | Board President | — | ||
| VIVIAN GUELER | Treasurer | — | ||
| PETER SATTLER | Secretary | — | ||
| JOY CHO | Board Member | — | ||
| GARY BAKER | Board Member | — | ||
| CHRISTINA WINKELMANN | Board Member | — | ||
| ALICIA HOUTROUW | Board Member | — | ||
| MARISSA SMITH | Board Member | — | ||
| FRED BESHID | Board Member | — | ||
| MARY FAGOT | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ALEX EVANS | Executive Dir. | 1.8% of Rev | ||
| BENJAMIN DICKOW | Board President | — | ||
| MARY FAGOT | Board President | — | ||
| PETER SATTLER | Secretary | — | ||
| VIVIAN GUELER | Treasurer | — | ||
| JOY CHO | Board Member | — | ||
| GARY BAKER | Board Member | — | ||
| CHRISTINA WINKELMANN | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Winona Bechtle | Board Member | 0.8% of Rev | ||
| Alex Evans | Executive Director | 0.7% of Rev | ||
| Melissa Steele | Board Member | 0.7% of Rev | ||
| Kevin Beltz | Board Member | 0.7% of Rev | ||
| Molly L Cox | Board Member | 0.2% of Rev |
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 42 → 44 over 5 years (improving by 2 points).
What's driving this score
- Comp-to-revenue ratio of 6.5% 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.