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
50
Score
Governance
55
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
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 | — | — | Unknown | — | |
| 2023 | — | — | 8.0% | 50 | Fragile | Stable Watch | |
| 2022 | — | — | 8.2% | 50 | Fragile | Recovery | |
| 2021 | — | — | 14.0% | 52 | Fragile | Recovery | |
| 2020 | — | — | 15.3% | 33 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 6.2% | 34 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | 7.3% | 34 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 7.0% | 34 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | 6.7% | 34 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 7.2% | 34 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 6.7% | 34 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | 9.0% | 34 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 12.1% | 32 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 13.4% | 32 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Lou Spisto | Executive Dir. | 8.3% of Rev | ||
| Lou Spisto | Executive Dir. | 8.0% of Rev | ||
| Greg Weaver | Chairman | — | ||
| Neil Vyas | Vice Chairman | — | ||
| Vincent Nevills | Treasurer | — | ||
| Joseph A Guardarrama | Board Member | — | ||
| Dr Jerry P Abraham | Board Member | — | ||
| Haig Youredjian | Board Member | — | ||
| Betsy Butler | Board Member | — | ||
| Sam Tabbara | Board Member | — | ||
| Scott Yeilding | Board Member | — | ||
| Jackie Plaza | Board Member | — | ||
| Robert Seiber | Board Member | — | ||
| Greg Weaver | Chairman | — | ||
| Neil Vyas | Vice Chairman | — | ||
| Vincent Nevills | Treasurer | — | ||
| Patrick Beller | Board Member | — | ||
| Dr Jerry P Abraham | Board Member | — | ||
| Haig Youredjian | Board Member | — | ||
| Betsy Butler | Board Member | — | ||
| Sam Tabbara | Secretary | — | ||
| Scott Yeilding | Board Member | — | ||
| Jackie Plaza | Board Member | — | ||
| Ted Collins | COO | — | ||
| Damon Dennis | Board Member | — | ||
| Thomas Franklin | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Lou Spisto | Executive Dir. | 8.3% of Rev | ||
| Lou Spisto | Executive Dir. | 7.8% of Rev | ||
| Greg Weaver | Chairman | — | ||
| Neil Vyas | Vice Chairman | — | ||
| Vincent Nevills | Treasurer | — | ||
| Joseph A Guardarrama | Board Member | — | ||
| Dr Jerry P Abraham | Board Member | — | ||
| Haig Youredjian | Board Member | — | ||
| Betsy Butler | Treasurer | — | ||
| Rob Lofaro | Board Member | — | ||
| Michael Kelly | Secretary | — | ||
| Jackie Plaza | Board Member | — | ||
| Robert Seiber | Board Member | — | ||
| Greg Weaver | Chairman | — | ||
| Neil Vyas | Vice Chairman | — | ||
| Vincent Nevills | Treasurer | — | ||
| Joseph A Guardarrama | Board Member | — | ||
| Dr Jerry P Abraham | Board Member | — | ||
| Haig Youredjian | Board Member | — | ||
| Betsy Butler | Treasurer | — | ||
| Rob Lofaro | Board Member | — | ||
| Michael Kelly | Secretary | — | ||
| Jackie Plaza | Board Member | — | ||
| Robert Seiber | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LOU SPISTO | EXECUTIVE DI | 7.6% of Rev | ||
| JIM R ANDREWS | Board Member | — | ||
| BETSY BUTLER | Board Member | — | ||
| STEVEN DUMAS | Board Member | — | ||
| ANDYMIKE EMATA | MEMBERSHIP P | — | ||
| STEVE HOLZER | Board Member | — | ||
| MICHAEL KELLY | Board President | — | ||
| MICHAEL MURPHY | Board Member | — | ||
| STEVEN NEIFFER | Treasurer | — | ||
| VINCENT NEVILLS | Board Member | — | ||
| RICH NEWCOME | Board Member | — | ||
| NEIL VYAS | Board Member | — | ||
| GREG WEAVER | Board President | — | ||
| HAIG YOUREDJIAN | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LOU SPISTO | Executive Dir. | 6.7% of Rev | ||
| STEVEN NEIFER | Treasurer | — | ||
| BETSY BUTLER | Board Member | — | ||
| STEVE HOLZER | Board President | — | ||
| GREG WEAVER | Chairman | — | ||
| MICHAEL MURPHY | Board Member | — | ||
| RICH NEWCOME | Board Member | — | ||
| JIM R ANDREWS | Board Member | — | ||
| ANDYMIKE EMATA | Board President | — | ||
| STEVEN DUMAS | Board Member | — | ||
| ZACHARY KRASMAN | Board Member | — | ||
| STEVEN R HAMILTON | Board Member | — | ||
| MICHAEL KELLY | Board President | — | ||
| NEIL VYAS | Board Member | — | ||
| HAIG YOUREDJIAN | Board Member | — | ||
| MELVIN ROBERT | 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
55 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
50 / 100
Developing
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 830 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.
What's driving this score
- Comp-to-revenue ratio of 8.0% 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.