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
50
Score
Financial
35
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 | Hidden | Hidden | 11.8% | 46 | Fragile | Recovery | |
| 2022 | — | — | 9.4% | 46 | Fragile | Decline Risk | |
| 2021 | — | — | 9.9% | 48 | Fragile | Recovery | |
| 2020 | — | — | 10.6% | 46 | Fragile | Recovery | |
| 2019 | — | — | 12.4% | 42 | Fragile | Decline Risk | |
| 2018 | — | — | 14.5% | 48 | Fragile | Recovery | |
| 2017 | — | — | 13.4% | 42 | Fragile | Stable Watch | |
| 2016 | — | — | 14.0% | 42 | Fragile | Stable Watch | |
| 2015 | — | — | — | 42 | Fragile | Stable Watch | |
| 2014 | — | — | 14.2% | 42 | Fragile | Recovery | |
| 2013 | — | — | 18.0% | 37 | Financially Distressed | Stable Watch | |
| 2012 | — | — | 17.4% | 37 | Financially Distressed | Recovery | |
| 2011 | — | — | 27.3% | 28 | Critical Intervention Needed | Decline Risk | |
| 2010 | — | — | 24.1% | 33 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DR MICHELLE CHRISTIE | Executive Director | 10.0% of Rev | ||
| REBECCA ALEXANDER | Board Member | — | ||
| KATHY BUCKLEY | Board Member | — | ||
| CHAD GORDON | Secretary | — | ||
| ADI GREENBERG | Board Member | — | ||
| DAVID GREY | Board Member | — | ||
| MARICARMEN HASSANZADEH | Treasurer | — | ||
| RITA HENDERSON | Board Member | — | ||
| ROBERT NARCHI | Board Member | — | ||
| AMANDA REYNOLDS | Board Member | — | ||
| KRISTEN RISBRUDT | Board Member | — | ||
| LAURA L ROSENBAUM | Board Member | — | ||
| RON SCHUR | Board Member | — | ||
| DEREK EMGE | Board Member | — | ||
| SUZANNE EMGE | Board Member | — | ||
| CASSANDRA MELHUISH | Board Member | — | ||
| SANDEE SAURMAN | Board Member | — | ||
| TERRI DECKER | Board President | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DR MICHELLE CHRISTIE | Executive Director | 9.9% of Rev | ||
| REBECCA ALEXANDER | Board Member | — | ||
| KATHY BUCKLEY | Board Member | — | ||
| CHAD GORDON | Secretary | — | ||
| GIBBIE FLOWERS | Board Member | — | ||
| MARYANN GOLD | Board Member | — | ||
| ADI GREENBERG | Board Member | — | ||
| DAVID GREY | Board Member | — | ||
| MARICARMEN HASSANZADEH | Treasurer | — | ||
| RITA HENDERSON | Board Member | — | ||
| ROBERT NARCHI | Board Member | — | ||
| AMANDA REYNOLDS | Board Member | — | ||
| KRISTEN RISBRUDT | Board Member | — | ||
| LAURA L ROSENBAUM | Board Member | — | ||
| RON SCHUR | Board Member | — | ||
| DEREK EMGE | Board Member | — | ||
| SUZANNE EMGE | Board Member | — | ||
| CASSANDRA MELHUISH | Board Member | — | ||
| SANDEE SAURMAN | Board Member | — | ||
| TERRI DECKER | Board President | — | ||
| ADRIANA SANDOVAL | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHELLE CHRISTIE | Executive Director | 9.5% of Rev | ||
| REBECCA ALEXANDER | Board Member | — | ||
| KATHY BUCKLEY | Board Member | — | ||
| CHAD GORDON | Board Member | — | ||
| GIBBIE FLOWERS | Board Member | — | ||
| MARYANN GOLD | Board Member | — | ||
| ADI GREENBERG | Board Member | — | ||
| DAVID GREY | Board Member | — | ||
| MARICARMEN HASSANZADEH | Board Member | — | ||
| RITA HENDERSON | Board Member | — | ||
| ROBERT NARCHI | Board Member | — | ||
| AMANDA REYNOLDS | Board Member | — | ||
| KRISTEN RISBRUDT | Board Member | — | ||
| LAURA L ROSENBAUM | Board Member | — | ||
| RON SCHUR | Board Member | — | ||
| GIANNA VITALLO | Board Member | — | ||
| DEREK EMGE | Board Member | — | ||
| SUZANNE EMGE | Board Member | — | ||
| GILAD LUMER | Board Member | — | ||
| CASSANDRA MELHUISH | Board Member | — | ||
| SANDEE SAURMAN | Board Member | — | ||
| ADRIANA SANDOVAL | Board Member | — | ||
| TERRI DECKER | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHELLE CHRISTIE | Executive Director | 9.9% of Rev | ||
| REBECCA ALEXANDER | Board Member | — | ||
| KATHY BUCKLEY | Board Member | — | ||
| CHAD GORDON | Board Member | — | ||
| GIBBIE FLOWERS | Board Member | — | ||
| MARYANN GOLD | Board Member | — | ||
| ADI GREENBERG | Board Member | — | ||
| DAVID GREY | Board Member | — | ||
| MARICARMEN HASSANZADEH | Board Member | — | ||
| RITA HENDERSON | Board Member | — | ||
| ROBERT NARCHI | Board Member | — | ||
| AMANDA REYNOLDS | Board Member | — | ||
| KRISTEN RISBRUDT | Board Member | — | ||
| LAURA L ROSENBAUM | Board Member | — | ||
| RON SCHUR | Board Member | — | ||
| GIANNA VITALLO | Board Member | — | ||
| DEREK EMGE | Board Member | — | ||
| SUZANNE EMGE | Board Member | — | ||
| GILAD LUMER | Board Member | — | ||
| CASSANDRA MELHUISH | Board Member | — | ||
| SANDEE SAURMAN | Board Member | — | ||
| TERRI DECKER | 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
35 / 100
weight 40%
Governance risk
50 / 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 11.8% sits within the sector's healthy band (18–22%).
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.