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 | 7.9% | 46 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 8.6% | 54 | Fragile | Stable Watch | |
| 2021 | — | — | 5.5% | 54 | Fragile | Recovery | |
| 2020 | — | — | 5.1% | 50 | Fragile | Recovery | |
| 2019 | — | — | 6.4% | 42 | Fragile | Stable Watch | |
| 2018 | — | — | 8.1% | 42 | Fragile | Recovery | |
| 2017 | — | — | 8.8% | 38 | Financially Distressed | Recovery | |
| 2016 | — | — | 9.6% | 36 | Financially Distressed | Recovery | |
| 2015 | — | — | 10.9% | 38 | Financially Distressed | Recovery | |
| 2014 | — | — | 11.0% | 34 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 8.9% | 40 | Financially Distressed | Recovery | |
| 2012 | — | — | 10.6% | 34 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 11.8% | 34 | Critical Intervention Needed | Recovery | |
| 2010 | — | — | 13.0% | 32 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOEL ARQUILLOS | Executive Director | 7.6% of Rev | ||
| MELISSA DENTON | Executive Director | 1.5% of Rev | ||
| ABIRAM BRIZUELA | Executive Director | 1.2% of Rev | ||
| JOHN FREELAND | Board Member | — | ||
| RYAN KING | Board Member | — | ||
| KARINE ROSENTHAL | Board Member | — | ||
| JULISA ARCE | Board Member | — | ||
| ALBERT CHOU | Board Member | — | ||
| JULIO QUIJADA | Board Member | — | ||
| RYAN JONES | Treasurer | — | ||
| DECKER SADOWSKI | Board President | — | ||
| SARA SCOTT | Board President | — | ||
| JOE WEIL | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MELISSA DENTON | Executive Director | 6.3% of Rev | ||
| KARINE ROSENTHAL | Board Member | — | ||
| MELISSA PETERMAN | Board Member | — | ||
| JOE WEIL | Board Member | — | ||
| ALISON STERNBERG | Board Member | — | ||
| KRISTINA SEGESVARY | Board Member | — | ||
| DECKER SADOWSKI | Board Member | — | ||
| JULIO QUIJADA | Board Member | — | ||
| DAVID BORSARI | Board Member | — | ||
| ANNIE DENG | Board Member | — | ||
| ALBERT CHOU | Board Member | — | ||
| CHARLOTTE WHITE | Board President | — | ||
| SARA SCOTT | Board President | — | ||
| RYAN JONES | Secretary | — | ||
| RUSS CASHDAN | Treasurer | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 1,424 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 42 → 46 over 5 years (improving by 4 points).
What's driving this score
- Comp-to-revenue ratio of 7.9% 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.