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 | — | — | 24.6% | 45 | Governance-Stressed | Gov Risk | |
| 2023 | Hidden | Hidden | 20.4% | 45 | Governance-Stressed | Recovery | |
| 2022 | — | — | 30.3% | 36 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 30.2% | 40 | Governance-Stressed | Recovery | |
| 2020 | — | — | 27.2% | 36 | Fragile | Gov Risk | |
| 2019 | — | — | 15.0% | 41 | Fragile | Recovery | |
| 2018 | — | — | 21.1% | 33 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 13.1% | 36 | Financially Distressed | Recovery | |
| 2016 | — | — | 15.9% | 27 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 19.6% | 31 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 16.7% | 31 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | 13.8% | 29 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 25.9% | 26 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Karyn Silva | Artistic Director | 24.6% of Rev | ||
| Olivia Gingold | Board Member | — | ||
| Kit Wong | Board Member | — | ||
| Kaitlin Leung | Board Member | — | ||
| James McDowell | Board Member | — | ||
| Boyi Phiri | Board Member | — | ||
| Beth Scanlan | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Karyn Silva | Artistic Director | 21.0% of Rev | ||
| Divya Malik | Secretary | — | ||
| James McDowell | Treasurer | — | ||
| Keisa Betts | Board Member | — | ||
| Ana Golubovski | Board Member | — | ||
| Lucy Kung | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Karyn Silva | Artistic Director | 21.5% of Rev | ||
| Karyn Silva | Artistic Director | 19.2% of Rev | ||
| Kim Lazarus | Board President | — | ||
| Shashi Deb | Secretary | — | ||
| Tiffany Silva | Board President | — | ||
| Divya Malik | Board Member | — | ||
| Shashi Deb | Board President | — | ||
| Divya Malik | Secretary | — | ||
| James McDowell | Treasurer | — | ||
| Keisa Betts | Board Member | — | ||
| Ana Golubovski | Board Member | — | ||
| Lucy Kung | 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: 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.
What's driving this score
- Comp-to-revenue ratio of 24.6% is modestly above the sector's healthy band (18–22%) — worth monitoring.
What would change this score
The two changes that would most improve this score:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- Reduce top-officer compensation from 24.6% to under 22% of revenue — would move governance score by ~5 points.
Improving governance is a board decision. These are the levers.