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 |
|---|---|---|---|---|---|---|---|
| 2022 | — | — | 7.4% | 48 | Financially Distressed | Recovery | |
| 2021 | — | — | 15.4% | 43 | Fragile | Decline Risk | |
| 2020 | — | — | 9.5% | 50 | Fragile | Decline Risk | |
| 2019 | — | — | 6.9% | 54 | Fragile | Stable Watch | |
| 2018 | — | — | 2.8% | 55 | Fragile | Recovery | |
| 2017 | — | — | 19.2% | 47 | Fragile | Recovery | |
| 2016 | — | — | 39.5% | 30 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 42.3% | 30 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 38.9% | 30 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | 43.3% | 30 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 32 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CONNIE O'HENLEY | Executive Dir. | 7.7% of Rev | ||
| NAN FOWLER | Board President | — | ||
| ASHLEA BOYER | Board President | — | ||
| DENNIS KEMBLE | Board Member | — | ||
| NATHAN ALVARADO | Board Member | — | ||
| RENA DAMBLY | Board Member | — | ||
| DAVID MAISLEN | Treasurer | — | ||
| JAMIE MARAVIGLIA-MANALO | Secretary | — | ||
| JENNIFER MARSH | Board Member | — | ||
| JOAN PRUETT | Board Member | — | ||
| AL STANFORD | Board Member | — | ||
| SANDY LUBIN | Board President | — | ||
| JUANITA MCMULLEN | 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.
Overall score has gone from 55 → 48 over 5 years (declining by 7 points).
What's driving this score
- Comp-to-revenue ratio of 7.4% sits within the sector's healthy band (18–22%).
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.