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 | 2.9% | 50 | Fragile | Recovery | |
| 2023 | — | — | — | 45 | Fragile | Decline Risk | |
| 2022 | — | — | — | 64 | Stable | Decline Risk | |
| 2021 | — | — | — | 61 | Stable | Decline Risk | |
| 2020 | — | — | — | 68 | Stable | Stable Watch | |
| 2019 | — | — | — | 61 | Stable | Stable Watch | |
| 2018 | — | — | — | 61 | Stable | Decline Risk | |
| 2017 | — | — | — | 65 | Stable | Stable Watch | |
| 2012 | — | — | — | 35 | Fragile | Recovery | |
| 2011 | — | — | — | 37 | Fragile | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BLAIR LONDON | Treasurer | — | ||
| KATIE SCOFIELD | Board Member | — | ||
| ROEH CARAMADRE | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BLAIR LONDON | Treasurer | — | ||
| KATIE FERBER | Secretary | — |
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: financial score sits 17 points above the peer median (50 vs. 33).
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.
Overall score has gone from 68 → 50 over 5 years (declining by 18 points). A multi-year directional move of this magnitude is a signal worth investigating.
What's driving this score
- Comp-to-revenue ratio of 2.9% 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.