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 |
|---|---|---|---|---|---|---|---|
| 2023 | Hidden | Hidden | 5.5% | 44 | Fragile | Stable Watch | |
| 2022 | — | — | 9.2% | 40 | Fragile | Recovery | |
| 2021 | — | — | 15.3% | 47 | Fragile | Recovery | |
| 2020 | — | — | 14.2% | 39 | Fragile | Recovery | |
| 2019 | — | — | 8.0% | 36 | Financially Distressed | Decline Risk | |
| 2018 | — | — | 7.6% | 40 | Financially Distressed | Stable Watch | |
| 2017 | — | — | 7.7% | 40 | Financially Distressed | Stable Watch | |
| 2016 | — | — | 8.0% | 40 | Financially Distressed | Recovery | |
| 2015 | — | — | 8.9% | 30 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 10.9% | 33 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 13.3% | 29 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 15.3% | 33 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 53 | Fragile | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DANIEL R SCHWARTZ | Executive Director | 5.0% of Rev | ||
| MARLA ENS | Board Member | 1.6% of Rev | ||
| ISSMA CLARK | Board President | — | ||
| JULIE HAN | Treasurer | — | ||
| KAREN HAU | Secretary | — | ||
| DEE LACY | Board Member | — | ||
| MARTA OBLER | Board Member | — | ||
| GERALD PALLADINO | Board Member | — | ||
| DERRICK PECKHAM | Board Member | — | ||
| CARMELA SOSA | Board President | — | ||
| KATHRYN WHITEHOUSE | Secretary | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JULIA COPELAND | Executive Director | 6.2% of Rev | ||
| JULIA COPELAND | Executive Director | 6.2% of Rev | ||
| DANIEL R SCHWARTZ | Executive Director | 0.5% of Rev | ||
| JULIE HAN | Treasurer | 0.3% of Rev | ||
| JULIE HAN | Treasurer | 0.3% of Rev | ||
| MARILYN BAMFORD | Board Member | — | ||
| ISSMA CLARK | Board Member | — | ||
| MARLA ENS | Board Member | — | ||
| KAREN HAU | Board Member | — | ||
| DEE LACY | Board President | — | ||
| THOMAS LAMPE | Board Member | — | ||
| MARTA OBLER | Board Member | — | ||
| GERALD PALLADINO | Board Member | — | ||
| DERRICK PECKHAM | Board Member | — | ||
| KYLE PEGRAM | Board Member | — | ||
| CARMELA SOSA | Board President | — | ||
| KATHRYN WHITEHOUSE | Secretary | — | ||
| MARILYN BAMFORD | Board Member | — | ||
| ISSMA CLARK | Board Member | — | ||
| MARLA ENS | Board Member | — | ||
| KAREN HAU | Board Member | — | ||
| DEE LACY | Board President | — | ||
| THOMAS LAMPE | Board Member | — | ||
| MARTA OBLER | Board Member | — | ||
| GERALD PALLADINO | Board Member | — | ||
| DERRICK PECKHAM | Board Member | — | ||
| KYLE PEGRAM | Board Member | — | ||
| CARMELA SOSA | Board President | — | ||
| KATHRYN WHITEHOUSE | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JULIA COPELAND | Executive Director | 6.3% of Rev | ||
| JULIE HAN | Treasurer | 1.0% of Rev | ||
| MARILYN BAMFORD | Board Member | — | ||
| ISSMA CLARK | Board Member | — | ||
| MARLA ENS | Board Member | — | ||
| KAREN HAU | Board Member | — | ||
| DEE LACY | Board President | — | ||
| THOMAS LAMPE | Board Member | — | ||
| JENNIFER MARTIN | Board Member | — | ||
| MARTA OBLER | Board Member | — | ||
| GERALD PALLADINO | Board Member | — | ||
| DERRICK PECKHAM | Board Member | — | ||
| KYLE PEGRAM | Board Member | — | ||
| CARMELA SOSA | Board President | — | ||
| KATHRYN WHITEHOUSE | 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: 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.
Overall score has gone from 36 → 44 over 5 years (improving by 8 points).
What's driving this score
- Comp-to-revenue ratio of 5.5% sits within the sector's healthy band (18–22%).
- Financial resilience score in the bottom quartile — reserves and liabilities ratios warrant review.
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.