Institutional Maturation
Institutional Maturation
Market
Archetype
Mechanical
Natural
Tier
Developing
Trajectory Thumbprint
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.
The Crown
Institutional Health Scores
5-yr trend: Institutional Maturation ↑
Overall
51
Score
Governance
58
Score
Financial
40
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
2025
Financial Era
Governance Era
Trajectory Era
Institutional Maturation
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | 4.0% | 51 | Fragile | Stable Watch | |
| 2023 | — | — | 4.3% | 51 | Fragile | Decline Risk | |
| 2022 | — | — | 3.8% | 53 | Fragile | Recovery | |
| 2021 | — | — | 10.9% | 52 | Fragile | Recovery | |
| 2020 | — | — | 3.8% | 45 | Fragile | Recovery | |
| 2019 | — | — | 4.7% | 39 | Financially Distressed | Stable Watch | |
| 2018 | — | — | 5.1% | 38 | Financially Distressed | Stable Watch | |
| 2017 | — | — | 2.8% | 39 | Financially Distressed | Recovery | |
| 2016 | — | — | 6.5% | 36 | Financially Distressed | Recovery | |
| 2015 | — | — | 6.1% | 34 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 4.1% | 35 | Financially Distressed | Decline Risk | |
| 2013 | — | — | 3.9% | 39 | Financially Distressed | Recovery | |
| 2012 | — | — | 4.0% | 37 | Financially Distressed | Stable Watch | |
| 2011 | — | — | 5.2% | 36 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Alexis Sloan | Executive Dir. | 4.0% of Rev | ||
| Maida Lynn | Board President | — | ||
| Elizabeth O'Malley | Board President | — | ||
| Jane Levy Reed | Board President | — | ||
| Henry Rosenthal | Secretary | — | ||
| Heidi Durran | Treasurer | — | ||
| Jonathan Moscone | Board Member | — | ||
| Samantha Campbell | Board Member | — | ||
| Megan Carlson | Board Member | — | ||
| Cameo Wood | Board Member | — | ||
| Jono Warren | Board Member | — | ||
| Diane Phillips | Board Member | — | ||
| Jennifer 8 Lee | Board Member | — | ||
| Topher Lin | Board Member | — | ||
| George Rush | Board Member | — | ||
| Paula Smith Arrigoni | Board Member | — | ||
| Henry Roark | Board Member | — | ||
| Rob Byrne | Board Member | — | ||
| Ross Boucher | Board Member | — | ||
| Rodrigo Reyes | 3125 16th Street | — | ||
| Alli McConnell | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Alexis Sloan | Executive Dir. | 3.4% of Rev | ||
| Paula Smith Arrigoni | Board Member | — | ||
| Henry Roark | Board Member | — | ||
| Alan McConnell | Board President | — | ||
| Berry Minott | Board President | — | ||
| Jane Levy Reed | Board President | — | ||
| Henry Rosenthal | Secretary | — | ||
| Heidi Duran | Treasurer | — | ||
| Owsley Brown III | Board Member | — | ||
| Megan Carlson | Board Member | — | ||
| Diana Fuller | Board Member | — | ||
| Dave Cowen | Board Member | — | ||
| Diane Phillips | Board Member | — | ||
| Jennifer 8 Lee | Board Member | — | ||
| Maida Lynn | Board Member | — | ||
| George Rush | Board Member | — | ||
| Elizabeth O'Malley | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Alexis Sloan | Executive Dir. | 3.5% of Rev | ||
| Alan McConnell | Board President | — | ||
| Berry Minott | Board President | — | ||
| Jane Levy Reed | Board President | — | ||
| Henry Rosenthal | Secretary | — | ||
| Heidi Duran | Treasurer | — | ||
| Owsley Brown III | Board Member | — | ||
| Megan Carlson | Board Member | — | ||
| Diana Fuller | Board Member | — | ||
| Dave Cowen | Board Member | — | ||
| Jennifer 8 Lee | Board Member | — | ||
| Maida Lynn | Board Member | — | ||
| George Rush | Board Member | — | ||
| Elizabeth O'Malley | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Alexis Sloan | Executive Dir. | 2.8% of Rev | ||
| Diana Fuller | Board President | — | ||
| Alan McConnell | Board President | — | ||
| Berry Minott | Board President | — | ||
| Jane Levy Reed | Board President | — | ||
| Lawrence Braitman | Secretary | — | ||
| Heidi Duran | Treasurer | — | ||
| Owsley Brown III | Board Member | — | ||
| Megan Carlson | Board Member | — | ||
| Henry Rosenthal | Board Member | — | ||
| Dave Cowen | Board Member | — | ||
| Ahmad Kiarostami | Board Member | — | ||
| Jennifer 8 Lee | Board Member | — | ||
| Maida Lynn | Board Member | — | ||
| Feras Mousilli | Board Member | — | ||
| Elizabeth O'Malley | Board Member | — | ||
| Diane Philips | Board Member | — | ||
| George Rush | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
40 / 100
weight 40%
Governance risk
58 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
51 / 100
Developing
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 5 other orgs in CA with NTEE prefix A3.
Most-divergent component: financial score sits 30 points above the peer median (40 vs. 10).
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 4.0% 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.