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 | — | — | 3.7% | 48 | Fragile | Stable Watch | |
| 2022 | — | — | 0.1% | 48 | Fragile | Recovery | |
| 2021 | — | — | 0.1% | 40 | Financially Distressed | Decline Risk | |
| 2020 | — | — | 1.5% | 48 | Fragile | Recovery | |
| 2019 | — | — | — | 43 | Fragile | Recovery | |
| 2018 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 35 | Financially Distressed | Decline Risk | |
| 2016 | — | — | 6.2% | 40 | Financially Distressed | Recovery | |
| 2015 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 35 | Financially Distressed | Stable Watch | |
| 2013 | — | — | — | 35 | Financially Distressed | Recovery | |
| 2012 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 43 | Fragile | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MELISSA GHANDOUR | PROGRAMMING | 0.1% of Rev | ||
| KIRK RASMUSSEN | CHAIRMAN | — | ||
| CONNIE KIESEL | Secretary | — | ||
| SCOTT ANDERSEN | Board Member | — | ||
| ROLAND CHRISTENSEN | Board Member | — | ||
| DEBRA GREENER | Board Member | — | ||
| VALENE KING | Board Member | — | ||
| LORI NAY | EXECUTIVE DI | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LORI NAY | EXECUTIVE DI | 1.2% of Rev | ||
| KIRK RASMUSSEN | CHAIRMAN | — | ||
| CONNIE KIESEL | Secretary | — | ||
| SCOTT ANDERSEN | Board Member | — | ||
| ROLAND CHRISTENSEN | Board Member | — | ||
| DEBRA GREENER | Board Member | — | ||
| VALENE KING | Board Member | — | ||
| MELISSA GHANDOUR | PROGRAMMING | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Fewer than 3 peers found in UT for this NTEE subcategory; peer comparison would not be statistically meaningful.
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 43 → 48 over 5 years (improving by 5 points).
What's driving this score
- Comp-to-revenue ratio of 3.7% 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.