Steady State
Steady State
Market
Archetype
Mechanical
Natural
Tier
Developing
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
46
Score
Governance
55
Score
Financial
30
Score
Program
60
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
Financial Era
Governance Era
Trajectory Era
Steady State
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 8.9% | 46 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 3.2% | 47 | Financially Distressed | Decline Risk | |
| 2021 | — | — | 5.5% | 54 | Fragile | Recovery | |
| 2020 | — | — | 8.6% | 32 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 9.0% | 38 | Financially Distressed | Decline Risk | |
| 2018 | — | — | 3.2% | 39 | Financially Distressed | Decline Risk | |
| 2017 | — | — | 2.5% | 43 | Fragile | Stable Watch | |
| 2016 | — | — | 2.6% | 43 | Fragile | Decline Risk | |
| 2015 | — | — | 2.3% | 51 | Fragile | Stable Watch | |
| 2014 | — | — | 1.8% | 51 | Fragile | Recovery | |
| 2013 | — | — | 2.6% | 49 | Fragile | Recovery | |
| 2012 | — | — | 3.4% | 43 | Fragile | Stable Watch | |
| 2011 | — | — | 3.3% | 43 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SARA BAHAT | Executive Director | 1.8% of Rev | ||
| CHARLES WARD | DIR. OF RAFFLE OP. | 1.5% of Rev | ||
| AMY KISCH | HEAD OF ART & PROG | 1.1% of Rev | ||
| JODI COBALT | HEAD OF PERF. ARTS | 1.0% of Rev | ||
| CARY MCCLELLAND | COO | 1.0% of Rev | ||
| JULIE MAY LOPEZ | DIR. PEOPLE & CUL. | 0.9% of Rev | ||
| JASON ZIMMERMAN | DIR. OF OP. | 0.8% of Rev | ||
| CHRIS SAFFORD | CHIEF FIN. & OP | 0.6% of Rev | ||
| CORINNE SKLAR | Board Member | — | ||
| NAZLI PARVIZI | Board Member | — | ||
| ALAN SEIFFERT | Board Member | — | ||
| AMY ELIOT | Board Member | — | ||
| DAVID CHAI | Board Member | — | ||
| KATIE COLENDICH | Secretary | — | ||
| MALIA SIMONDS | Board President | — | ||
| MARIA KIM | Board Member | — | ||
| ROBIN ABAD | Board President | — | ||
| SEVE GHOSE | Board Member | — | ||
| MARICELLE ROBLES | Executive Director | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DEBORAH CULLINAN | Executive Director | 1.6% of Rev | ||
| PENELOPE DOUGLAS | CHIEF OF STRATEGY | 1.4% of Rev | ||
| CHARLES WARD | CHIEF RAFFLE OFF. | 1.3% of Rev | ||
| MEKLIT HADERO | CHIEF OF PROGRAM | 1.0% of Rev | ||
| JON MOSCONE | CHIEF CIVIC ENG. | 1.0% of Rev | ||
| CHRIS SAFFORD | Treasurer | 1.0% of Rev | ||
| JODI COBALT | CHIEF OF OPERATION | 1.0% of Rev | ||
| NAZLI PARVIZI | Board Member | — | ||
| JEFF CHANG | Board Member | — | ||
| AMY ELIOT | Board Member | — | ||
| CLYDE VALENTIN | Board Member | — | ||
| RENUKA KHER | Treasurer | — | ||
| LAURA LIVOTI | Board Member | — | ||
| NANCY LEVINSON | Board Member | — | ||
| ZAK WILLIAMS | Board Member | — | ||
| SUNYA BERKELMAN ROSADO | Board Member | — | ||
| SARA BAHAT | Executive Director | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DEBORAH CULLINAN | Executive Director | 1.6% of Rev | ||
| CHARLES WARD | CHIEF RAFFLE OFF. | 1.2% of Rev | ||
| JON MOSCONE | CIVIC ENG. OFFICER | 0.9% of Rev | ||
| MEKLIT HADERO | CHIEF OF PROGRAM | 0.9% of Rev | ||
| JODI COBALT | CHIEF OF OPERATION | 0.9% of Rev | ||
| PENELOPE DOUGLAS | CHIEF OF STRATEGY | 0.8% of Rev | ||
| CHRIS SAFFORD | Treasurer | 0.8% of Rev | ||
| NAZLI PARVIZI | Board Member | — | ||
| JEFF CHANG | Board Member | — | ||
| AMY ELIOT | Board Member | — | ||
| CLYDE VALENTIN | Board Member | — | ||
| RENUKA KHER | Board Member | — | ||
| LAURA LIVOTI | Board Member | — | ||
| CORINNE SKLAR | Board Member | — | ||
| NANCY LEVINSON | Board Member | — | ||
| ZAK WILLIAMS | Board Member | — | ||
| SUNYA BERKELMAN ROSADO | Board Member | — | ||
| JUDILEE REED | Board Member | — | ||
| DAVE WEBER | Treasurer | — | ||
| SARA BAHAT INT CEO 222 | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DEBORAH CULLINAN | Executive Director | 1.4% of Rev | ||
| SCOTT ROWITZ | COO | 1.1% of Rev | ||
| CHARLES WARD | CHIEF RAFFLE OFF. | 1.1% of Rev | ||
| JON MOSCONE | CIVIC ENG. OFFICER | 1.0% of Rev | ||
| VALERIE BROWN | CHIEF MARKET. OFF. | 0.9% of Rev | ||
| CHRIS SAFFORD | Treasurer | 0.8% of Rev | ||
| GREG WILSON | HEAD TECHNICIAN | 0.8% of Rev | ||
| LISA ELLIOTT | Board Member | 0.8% of Rev | ||
| JEFF CHANG | Board Member | — | ||
| AMY ELIOT | Board Member | — | ||
| DALE COOK | Board Member | — | ||
| RENUKA KHER | Board Member | — | ||
| LAURA LIVOTI | Board Member | — | ||
| CORINNE SKLAR | Board Member | — | ||
| NANCY LEVINSON | Board Member | — | ||
| ZAK WILLIAMS | Board Member | — | ||
| HELEH SAUSE | Board Member | — | ||
| PHILIP SAGER | Board Member | — | ||
| DAVE WEBER | Treasurer | — | ||
| SARA FENSKE BAHAT | Board President | — |
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
55 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
46 / 100
Developing
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 171 other orgs in CA with NTEE prefix A2.
Most-divergent component: program score sits 30 points above the peer median (60 vs. 30).
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 8.9% 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.