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
45
Score
Governance
58
Score
Financial
25
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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 2.8% | 45 | Financially Distressed | Recovery | |
| 2022 | — | — | 2.5% | 43 | Fragile | Decline Risk | |
| 2021 | — | — | 2.5% | 55 | Fragile | Recovery | |
| 2020 | — | — | 2.0% | 49 | Fragile | Recovery | |
| 2019 | — | — | 2.8% | 37 | Financially Distressed | Decline Risk | |
| 2018 | — | — | 0.3% | 45 | Fragile | Stable Watch | |
| 2017 | — | — | 3.5% | 45 | Fragile | Recovery | |
| 2016 | — | — | 2.5% | 41 | Financially Distressed | Decline Risk | |
| 2015 | — | — | 3.1% | 45 | Fragile | Recovery | |
| 2014 | — | — | — | 26 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 6.3% | 40 | Financially Distressed | Stable Watch | |
| 2012 | — | — | 7.9% | 40 | Financially Distressed | Recovery | |
| 2011 | — | — | 8.2% | 38 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARGARET WEISBROD MORRIS | Executive Director | 2.8% of Rev | ||
| MEREDITH LANG | Board President | — | ||
| RYANN GALLOWAY TACHA | Board President | — | ||
| ASHLEY ALL | Board President | — | ||
| STEPHEN GISH | Treasurer | — | ||
| KEVIN WICKLIFFE | Secretary | — | ||
| WHITNEY LANG | Board President | — | ||
| THOMAS HUANG | Board Member | — | ||
| ISABEL JOHNSON | Board Member | — | ||
| SARAH KURIEN | Board Member | — | ||
| AMY LEE | Board Member | — | ||
| FRANK LEMUS | Board Member | — | ||
| LORI NORWOOD | Board Member | — | ||
| JEREMY PHILLIP | Board Member | — | ||
| MARGIE WAKEFIELD | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARGARET WEISBROD MORRIS | Executive Director | 2.6% of Rev | ||
| THOMAS HUANG | Board Member | 0.0% of Rev | ||
| STEPHEN GISH | Treasurer | — | ||
| CHRIS ENGLISH | Board President | — | ||
| ASHLEY ALL | Board Member | — | ||
| JEVAN BREMBY | Board Member | — | ||
| PAT BROWN | Board Member | — | ||
| RON GACHES | Board Member | — | ||
| ISABEL JOHNSON | Board Member | — | ||
| MEREDITH LANG | Board Member | — | ||
| DALTON PALEY | Board Member | — | ||
| MARGIE WAKEFIELD | Board President | — | ||
| WHITNEY LANG | Board President | — | ||
| RYANN GALLOWAY TACHA | Secretary | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARGRET WEISBROD MORRIS | Executive Director | 2.8% of Rev | ||
| ASHLEY ALL | Board Member | — | ||
| WHITNEY LANG | Board Member | — | ||
| RYANN GALLOWAY TACHA | Board Member | — | ||
| DON BUCHNER | Board Member | — | ||
| STEPHEN GISH | Board Member | — | ||
| JOSHUA FALLEAF | Board Member | — | ||
| ISABEL JOHNSON | Board Member | — | ||
| RON GACHES | Secretary | — | ||
| DAVID HOLLOND | Treasurer | — | ||
| CLARE DOVETON | Board Member | — | ||
| CHRIS ENGLISH | Chairman | — | ||
| DALTON PALEY | Board Member | — | ||
| CINDY MAUDE | Board Member | — | ||
| MARGIE WAKEFIELD | Board President | — | ||
| PAT BROWN | Board Member | — | ||
| THOMAS HUANG | Board Member | — | ||
| HONG ZHANG | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARGRET WEISBROD MORRIS | Executive Director | 2.8% of Rev | ||
| ASHLEY ALL | Board Member | — | ||
| WHITNEY LANG | Board Member | — | ||
| RYANN GALLOWAY TACHA | Board Member | — | ||
| DON BUCHNER | Board Member | — | ||
| STEPHEN GISH | Board Member | — | ||
| JOSHUA FALLEAF | Board Member | — | ||
| ISABEL JOHNSON | Board Member | — | ||
| RON GACHES | Secretary | — | ||
| DAVID HOLLOND | Treasurer | — | ||
| CLARE DOVETON | Chairman | — | ||
| CHRIS ENGLISH | Board President | — | ||
| DALTON PALEY | Board Member | — | ||
| CINDY MAUDE | Board Member | — | ||
| MARGIE WAKEFIELD | Board Member | — | ||
| HONG ZHANG | 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
25 / 100
weight 40%
Governance risk
58 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
45 / 100
Developing
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 21 other orgs in KS with NTEE prefix A2.
Most-divergent component: program score sits 31 points above the peer median (60 vs. 29).
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 2.8% 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.