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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 2.0% | 55 | Fragile | Stable Watch | |
| 2022 | — | — | 4.8% | 55 | Fragile | Recovery | |
| 2021 | — | — | 21.1% | 33 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 16.9% | 31 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 15.2% | 35 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 9.8% | 34 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 10.3% | 34 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 9.1% | 40 | Financially Distressed | Recovery | |
| 2015 | — | — | 12.6% | 32 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 5.7% | 38 | Financially Distressed | Recovery | |
| 2013 | — | — | — | 36 | Financially Distressed | Recovery | |
| 2012 | — | — | 15.4% | 35 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | 13.6% | 38 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Michael Holtmann | Board President | 2.2% of Rev | ||
| Christopher Evans | Board Member | 1.9% of Rev | ||
| Erin Branagan | Board Member | 1.8% of Rev | ||
| Dan Lau | Board Member | 1.6% of Rev | ||
| Mark Hauber | Board Member | 1.6% of Rev | ||
| Winona Mackell | Operations Dir | 1.5% of Rev | ||
| Olivia E Sears | Board President | — | ||
| Barbara Paschke | Board President | — | ||
| Caroline West | Treasurer | — | ||
| Michael Carabetta | Board Member | — | ||
| Robin Pille | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Michael Holtmann | Board Member | 2.0% of Rev | ||
| Michael Holtmann | Board Member | 1.9% of Rev | ||
| Christopher Evans | Board Member | 1.7% of Rev | ||
| Erin Branagan | Dev And Comm Direc | 1.7% of Rev | ||
| Christopher Evans | Board Member | 1.7% of Rev | ||
| Erin Branagan | Dev And Comm Direc | 1.6% of Rev | ||
| Olivia E Sears | Board President | — | ||
| Barbara Paschke | Board President | — | ||
| Caroline West | Treasurer | — | ||
| Michael Carabetta | Board Member | — | ||
| Robin Pille | Board Member | — | ||
| Olivia E Sears | Board President | — | ||
| Barbara Paschke | Board President | — | ||
| Caroline West | Treasurer | — | ||
| Michael Carabetta | Board Member | — | ||
| Robin Pille | Board Member | — | ||
| Stephen Sparks | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Michael Holtmann | Board Member | 1.9% of Rev | ||
| CJ Evans | Board Member | 1.6% of Rev | ||
| Olivia E Sears | Board President | — | ||
| Barbara Paschke | Board President | — | ||
| Caroline West | Treasurer | — | ||
| Michael Carabetta | Board Member | — | ||
| Robin Pille | Board Member | — | ||
| Stephen Sparks | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Michael Holtmann | Board Member | 1.8% of Rev | ||
| CJ Evans | Board Member | 1.5% of Rev | ||
| Olivia E Sears | Board President | — | ||
| Barbara Paschke | Board President | — | ||
| Caroline West | Treasurer | — | ||
| Michael Carabetta | Board Member | — | ||
| Robin Pille | Board Member | — | ||
| Stephen Sparks | Board Member | — |
Score breakdown
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: 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 2.0% 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.