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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | 4.0% | 38 | Financially Distressed | Decline Risk | |
| 2023 | — | — | 3.1% | 48 | Fragile | Recovery | |
| 2022 | — | — | 2.1% | 42 | Fragile | Recovery | |
| 2020 | — | — | — | 51 | Fragile | Stable Watch | |
| 2019 | — | — | — | 51 | Fragile | Stable Watch | |
| 2018 | — | — | — | 55 | Fragile | Recovery | |
| 2017 | — | — | — | 43 | Financially Distressed | Recovery | |
| 2016 | — | — | — | 37 | Financially Distressed | Recovery | |
| 2015 | — | — | — | 37 | Financially Distressed | Recovery | |
| 2014 | — | — | — | 23 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 37 | Financially Distressed | Stable Watch | |
| 2012 | — | — | — | 37 | Financially Distressed | Recovery | |
| 2011 | — | — | 12.0% | 35 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Celeste Baillio | Board Member | 4.8% of Rev | ||
| Craig Winder | Board Member | — | ||
| Stanton Allen | Board President | — | ||
| Alisha Wilkins | Secretary | — | ||
| Nathan Larsen | Board Member | — | ||
| Travis Leohardt | Board Member | — | ||
| Sebrina Woodland | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Celeste Baillio | Board Member | 4.0% of Rev | ||
| Lindsey Kelstrom | Artistic Director | — | ||
| Stanton Allen | Board President | — | ||
| Alisha Wilkins | Secretary | — | ||
| Nathan Larsen | Board Member | — | ||
| Travis Leohardt | Board Member | — | ||
| Sebrina Woodland | Board Member | — | ||
| Craig Winder | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Celeste Baillio | Board Member | 4.0% of Rev | ||
| Lindsey Kelstrom | Artistic Director | — | ||
| Stanton Allen | Board President | — | ||
| Alisha Wilkins | Secretary | — | ||
| Nathan Larsen | Board Member | — | ||
| Travis Leonhardt | Board Member | — | ||
| Sebrina Woodland | Board Member | — | ||
| Craig Winder | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 81 other orgs in UT with NTEE prefix A6.
Most-divergent component: financial score sits 18 points below the peer median (15 vs. 33).
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%).
- 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.