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 | 28.8% | 38 | Governance-Stressed | Recovery | |
| 2022 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 29.1% | 31 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 14.1% | 45 | Fragile | Recovery | |
| 2019 | — | — | — | 38 | Financially Distressed | Recovery | |
| 2018 | — | — | — | 37 | Financially Distressed | Decline Risk | |
| 2017 | — | — | — | 41 | Financially Distressed | Decline Risk | |
| 2016 | — | — | — | 43 | Financially Distressed | Recovery | |
| 2015 | — | — | — | 35 | Financially Distressed | Stable Watch | |
| 2014 | — | — | — | 35 | Financially Distressed | Decline Risk | |
| 2013 | — | — | — | 43 | Financially Distressed | Recovery | |
| 2012 | — | — | 6.2% | 32 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | — | 45 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MIWA KANEKO | Board Member | 14.4% of Rev | ||
| KYOKO YOSHIDA | Board Member | 14.4% of Rev | ||
| YURIKO DOI WALKER | Board Member | — | ||
| JOCK WALKER | Board Member | — | ||
| HARUKO DEARTH | Board President | — | ||
| NINA BAZAN SAKAMOTO | Secretary | — | ||
| MARIKO GRADY | Treasurer | — | ||
| ADRIAN LIPOMA | Board Member | — | ||
| RYOSUKE TOGI | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KYOKO YOSHIDA | Board Member | 13.7% of Rev | ||
| KYOKO YOSHIDA | Board Member | 13.7% of Rev | ||
| MIWA KANEKO | Board Member | 13.7% of Rev | ||
| NINA BAZAN SAKAMOTO | Secretary | — | ||
| MARIKO GRADY | Treasurer | — | ||
| MIWA KANEKO | Board Member | — | ||
| YURIKO DOI WALKER | Board Member | — | ||
| JOCK WALKER | Board Member | — | ||
| YURIKO DOI WALKER | Board Member | — | ||
| HARUKO DEARTH | Board President | — | ||
| NINA BAZAN SAKAMOTO | Secretary | — | ||
| JOCK WALKER | Board Member | — | ||
| MARIKO GRADY | Treasurer | — | ||
| HARUKO DEARTH | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KYOKO YOSHIDA | Board Member | 11.5% of Rev | ||
| YURIKO DOI WALKER | Board Member | — | ||
| JOCK WALKER | Board Member | — | ||
| HARUKO DeARTH | Board President | — | ||
| NINA BAZAN SAKAMOTO | Secretary | — | ||
| MARIKO GRADY | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| YURIKO DOI WALKER | Board President | — | ||
| KYOKO YOSHIDA | Secretary | — | ||
| JOCK WALKER | Treasurer | — | ||
| HARUKO DEARTH | Board Member | — | ||
| NINA BAZAN SAKAMOTO | Board Member | — | ||
| MARIKO GRADY | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 830 other orgs in CA with NTEE prefix A6.
Most-divergent component: program score sits 14 points above the peer median (45 vs. 31).
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 28.8% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- Two consecutive years of deficit spending.
What would change this score
The two changes that would most improve this score:
- Reduce top-officer compensation from 28.8% 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.