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 | — | — | 2.0% | 50 | Fragile | Recovery | |
| 2023 | Hidden | Hidden | — | — | Unknown | — | |
| 2022 | — | — | 0.3% | 38 | Financially Distressed | Recovery | |
| 2021 | — | — | 26.4% | 42 | Governance-Stressed | Gov Risk | |
| 2020 | — | — | 38.9% | 39 | Governance-Stressed | Recovery | |
| 2019 | — | — | 0.8% | 41 | Financially Distressed | Stable Watch | |
| 2018 | — | — | 0.4% | 41 | Financially Distressed | Stable Watch | |
| 2017 | — | — | 0.9% | 41 | Financially Distressed | Stable Watch | |
| 2016 | — | — | 0.8% | 41 | Financially Distressed | Recovery | |
| 2015 | — | — | 1.7% | 37 | Financially Distressed | Decline Risk | |
| 2014 | — | — | 2.9% | 37 | Financially Distressed | Decline Risk | |
| 2013 | — | — | 0.7% | 41 | Financially Distressed | Recovery | |
| 2012 | — | — | 1.3% | 37 | Financially Distressed | Stable Watch | |
| 2011 | — | — | 1.5% | 37 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CAIT VANDEWIELE | Executive Director | 2.1% of Rev | ||
| LAURIE LOCK | Board Member | — | ||
| MISSY HEINEMANN | Board Member | — | ||
| TALI ALLEN | Board Member | — | ||
| KENN STILSON | Board Member | — | ||
| PAM MANDELKER | Board Member | — | ||
| MICHAEL MCMILLAN | Board Member | — | ||
| PAT VOGELSANG | Board President | — | ||
| KENNETH DOBBINS | Treasurer | — | ||
| DANIELLE DURBAN | Secretary | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JUDITH CULLEN | Executive Director | 0.9% of Rev | ||
| CAIT VANDEWIELE | Executive Director | 0.8% of Rev | ||
| DANIELLE DURBAN | Board Member | — | ||
| DONNA ROGERS-BEARD | Board Member | — | ||
| LAURIE LOCK | Board Member | — | ||
| WAYNE SALOMON | Board Member | — | ||
| MISSY HEINEMANN | Board Member | — | ||
| KELLEY WEBER | Board Member | — | ||
| KENNETH DOBBINS | Treasurer | — | ||
| LANA PEPPER | Secretary | — | ||
| MARLENE BIRKMAN | Board President | — | ||
| MARY STRAUSS | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LAURIE LOCK | Board Member | — | ||
| KENNETH DOBBINS | Board Member | — | ||
| DANIELLE DURBAN | Board Member | — | ||
| DONNA ROGERS-BEARD | Board Member | — | ||
| WAYNE SALOMON | Board Member | — | ||
| MARY STRAUSS | Board President | — | ||
| LANA PEPPER | Secretary | — | ||
| JENNY GUPTA | Treasurer | — | ||
| MARLENE BIRKMAN | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LAURIE LOCK | Board Member | — | ||
| KENNETH DOBBINS | Board Member | — | ||
| DANIELLE DURBAN | Board Member | — | ||
| DONNA ROGERS-BEARD | Board Member | — | ||
| WAYNE SALOMON | Board Member | — | ||
| MARY STRAUSS | Board President | — | ||
| LANA PEPPER | Secretary | — | ||
| JENNY GUPTA | Treasurer | — | ||
| MARLENE BIRKMAN | Board President | — |
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 MO 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.
What's driving this score
- Comp-to-revenue ratio of 2.0% 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.