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 | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 38.2% | 48 | Governance-Stressed | Recovery | |
| 2022 | — | — | — | 51 | Fragile | Recovery | |
| 2021 | — | — | 40.8% | 44 | Fragile | Gov Risk |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Douglas Machiz | Treasurer | 23.7% of Rev | ||
| Otis Harriel | Secretary | 23.7% of Rev | ||
| Bruce Belton | Board Member | — | ||
| Meerenai Shim | Board Member | — | ||
| Davide Verotta | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Douglas Machiz | Treasurer | 19.5% of Rev | ||
| Otis Harriel | Secretary | 18.7% of Rev | ||
| Bruce Belton | Board Member | — | ||
| Meerenai Shim | Board Member | — | ||
| Davide Verotta | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Douglas Machiz | Treasurer | 20.8% of Rev | ||
| Otis Harriel | Secretary | 20.4% of Rev | ||
| Bruce Belton | Board Member | — | ||
| Monica Chew | Board Member | — | ||
| Meerenai Shim | Board Member | — | ||
| Shawne Workman | 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 42 points above the peer median (75 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 38.2% is above the 90th percentile for orgs of this size (healthy band: 18–22%).
What would change this score
The two changes that would most improve this score:
- Reduce top-officer compensation from 38.2% to under 22% of revenue — would move governance score by ~32 points.
- 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.