Steady State
Steady State
Market
Archetype
Mechanical
Natural
Tier
Priority Review
Trajectory Thumbprint
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.
The Stewardship
Institutional Health Scores
5-yr trend: Steady State ↑
Overall
38
Score
Governance
42
Score
Financial
30
Score
Program
45
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
Financial Era
Governance Era
Trajectory Era
Steady State
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | — | — | 29.0% | 38 | Critical Intervention Needed | Gov Risk | |
| 2023 | — | — | 19.5% | 43 | Fragile | Stable Watch | |
| 2022 | — | — | 20.9% | 43 | Fragile | Gov Risk | |
| 2021 | — | — | 25.3% | 42 | Governance-Stressed | Recovery | |
| 2020 | — | — | 26.4% | 36 | Fragile | Gov Risk | |
| 2019 | — | — | 21.1% | 37 | Fragile | Gov Risk | |
| 2018 | — | — | 25.4% | 36 | Fragile | Gov Risk | |
| 2017 | — | — | 23.0% | 37 | Fragile | Recovery | |
| 2016 | — | — | 6.0% | 36 | Financially Distressed | Stable Watch | |
| 2015 | — | — | 6.8% | 36 | Financially Distressed | Decline Risk | |
| 2014 | — | — | 42.3% | 25 | Critical Intervention Needed | Gov Risk | |
| 2013 | — | — | 37.1% | 21 | Critical Intervention Needed | Gov Risk | |
| 2012 | — | — | 32.0% | 32 | Critical Intervention Needed | Gov Risk | |
| 2011 | — | — | 27.8% | 36 | Fragile | Gov Risk |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| FRANCES LEE | Board President | — | ||
| HALLIE HOLTZMAN | Board President | — | ||
| TIM SMITH | Secretary | — | ||
| SALLY NIELSEN | Treasurer | — | ||
| MAURA CHURCH | Board Member | — | ||
| BUCK FARMER | Board Member | — | ||
| RENA DAVIS | Board Member | — | ||
| BETTY LUK | Board Member | — | ||
| JUDITH STONE | Board Member | — | ||
| WILL WELCH | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SCOTT STAUFFER | Board President | — | ||
| KELSEY MENEHAN | Board President | — | ||
| JANE GITSCHIER | Secretary | — | ||
| CAROL HENRI | Treasurer | — | ||
| MAURA CHURCH | Board Member | — | ||
| BUCK FARMER | Board Member | — | ||
| LOUIS LAO | Board Member | — | ||
| SARAH JELLEY | Board Member | — | ||
| SUSAN POOR | Board Member | — | ||
| TIM SMITH | Board Member | — | ||
| JUDITH STONE | Board Member | — | ||
| FRANCES LEE | Board Member | — | ||
| MARTHA WESTLAND | Executive Director | — | ||
| SCOTT STAUFFER | Board President | — | ||
| HALLIE HOLTZMAN | Board President | — | ||
| FRANCES LEE | Secretary | — | ||
| CAROL HENRI | Treasurer | — | ||
| MAURA CHURCH | Board Member | — | ||
| BUCK FARMER | Board Member | — | ||
| SARAH JELLEY | Board Member | — | ||
| SUSAN POOR | Board Member | — | ||
| TIM SMITH | Board Member | — | ||
| JUDITH STONE | Board Member | — | ||
| WILL WELCH | Board Member | — | ||
| MARTHA WESTLAND | Executive Director | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARTHA WESTLAND | Executive Director | 23.7% of Rev | ||
| DR PATRICIA BELL | Board President | — | ||
| KELSEY MENEHAN | Board President | — | ||
| SCOTT STAUFFER | Secretary | — | ||
| CAROL HENRI | Treasurer | — | ||
| MAURA CHURCH | Board Member | — | ||
| DEAN EBESU | Board Member | — | ||
| BUCK FARMER | Board Member | — | ||
| RITA FREIMANIS | Board Member | — | ||
| JANE GITSCHIER | Board Member | — | ||
| SARAH JELLEY | Board Member | — | ||
| LOUIS LAO | Board Member | — | ||
| JUDITH STONE | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARTHA WESTLAND | Executive Director | 22.4% of Rev | ||
| DR PATRICIA BELL | Board President | — | ||
| KELSEY MENEHAN | Board President | — | ||
| SCOTT STAUFFER | Secretary | — | ||
| CAROL HENRI | Treasurer | — | ||
| DEAN EBESU | Board Member | — | ||
| BUCK FARMER | Board Member | — | ||
| RITA FREIMANIS | Board Member | — | ||
| SARAH JELLEY | Board Member | — | ||
| LOUIS LAO | Board Member | — | ||
| SALLY NIELSEN | Board Member | — | ||
| VANCE MAVERICK | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
30 / 100
weight 40%
Governance risk
42 / 100
weight 40%
Program scale
45 / 100
weight 20%
Overall
38 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 1,425 other orgs in CA with NTEE prefix A6.
Most-divergent component: financial score sits 23 points below the peer median (30 vs. 53).
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 29.0% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- 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:
- Reduce top-officer compensation from 29.0% to under 22% of revenue — would move governance score by ~14 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.