Institutional Maturation
What does this mean?
The gold standard. 10-year slow, steady, concurrent growth across Financial Health, Governance, and Program. Leadership is scaling their oversight and impact in lockstep.
The Path Forward
The Crown
A mandate to lead the sector. It encourages the organization to mentor emerging nonprofits and embark on generational capital projects, leveraging their profound stability.
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 | 8.2% | 54 | Fragile | Recovery | |
| 2022 | — | — | 10.2% | 52 | Fragile | Stable Watch | |
| 2021 | — | — | 5.2% | 54 | Fragile | Stable Watch | |
| 2020 | — | — | 5.7% | 54 | Fragile | Stable Watch | |
| 2019 | — | — | 6.6% | 54 | Fragile | Stable Watch | |
| 2018 | — | — | 6.8% | 54 | Fragile | Stable Watch | |
| 2017 | — | — | 4.0% | 55 | Fragile | Recovery | |
| 2016 | — | — | — | 46 | Fragile | Recovery | |
| 2015 | — | — | — | 36 | Financially Distressed | Recovery | |
| 2014 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 7.2% | 34 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | 10.1% | 32 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ELEANOR MEDNICK | Executive Direc | 8.1% of Rev | ||
| TINA MCARTHUR | Board President | — | ||
| MARY CLYDE | Board Member | — | ||
| JON ELLENZWEIG | Treasurer | — | ||
| COREEN HESTER | Board Member | — | ||
| CHRIS HARTZELL | Board Member | — | ||
| SUSAN WHINERY | Board Member | — | ||
| VICKIE SOULIER | Board Member | — | ||
| CAROL SVETCOV | Board Member | — | ||
| ELIZA KOEFFEL | Board Member | — | ||
| WILLIAM MENTZER MD | Board Member | — | ||
| NOAH GRIFFIN | Board Member | — | ||
| PERRY BUTLER | Board Member | — | ||
| BRUCE FULLERTON | Board President | — | ||
| JULIE RYAN | Board Member | — | ||
| LORI STEIN | Board Member | — | ||
| KATE O'LAUGHLIN | Board Member | — | ||
| STEPHANIE DOUGLASS | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ELLIE MEDNICK | Executive Direc | 8.8% of Rev | ||
| TINA MCARTHUR | Board President | — | ||
| MARY CLYDE | Board President | — | ||
| JON ELLENZWEIG | Treasurer | — | ||
| JAMIE GOLDSTEIN | Secretary | — | ||
| CHRIS HARTZELL | Board Member | — | ||
| SUSAN WHINERY | Board Member | — | ||
| VICKIE SOULIER | Board Member | — | ||
| CAROL SVETCOV | Board Member | — | ||
| ELIZA KOEFFEL | Board Member | — | ||
| WILLIAM MENTZER MD | Board Member | — | ||
| NOAH GRIFFIN | Board Member | — | ||
| PERRY BUTLER | Board Member | — | ||
| BRUCE FULLERTON | Board Member | — | ||
| JULIE RYAN | Board Member | — | ||
| LORI STEIN | Board Member | — | ||
| KATE O'LAUGHLIN | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ELLIE MEDNICK | Executive Direc | 6.8% of Rev | ||
| CHRISTINA MCARTHUR | Board President | — | ||
| MARY CLYDE | Board President | — | ||
| JON ELLENZWEIG | Treasurer | — | ||
| JAMIE GOLDSTEIN | Secretary | — | ||
| CHRISTOPHER HARTZELL | Board Member | — | ||
| SUSAN WHINERY | Board Member | — | ||
| VICKIE SOULIER | Board Member | — | ||
| CAROL SVETCOV | Board Member | — | ||
| ELIZA HASKINS KOEFFEL | Board Member | — | ||
| WILLIAM MENTZER | Board Member | — | ||
| NOAH GRIFFIN | Board Member | — | ||
| PERRY BUTLER | Board Member | — | ||
| BRUCE FULLERTON | Board Member | — | ||
| JULIE RYAN | 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: Institutional Maturation
The gold standard. 10-year slow, steady, concurrent growth across Financial Health, Governance, and Program. Leadership is scaling their oversight and impact in lockstep.
What's driving this score
- Comp-to-revenue ratio of 8.2% sits within the sector's healthy band (18–22%).
What would change this score
No specific high-impact levers identified — this org's score is balanced across components.
Improving governance is a board decision. These are the levers.