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 | 7.8% | 54 | Fragile | Recovery | |
| 2022 | — | — | 10.1% | 52 | Fragile | Recovery | |
| 2021 | — | — | — | 44 | Financially Distressed | Decline Risk | |
| 2020 | — | — | — | 46 | Financially Distressed | Decline Risk | |
| 2019 | — | — | — | 48 | Financially Distressed | Decline Risk | |
| 2018 | — | — | — | 40 | Fragile | Decline Risk | |
| 2017 | — | — | — | 44 | Fragile | Gov Risk | |
| 2016 | — | — | — | 38 | Financially Distressed | Decline Risk | |
| 2015 | — | — | 16.6% | 38 | Critical Intervention Needed | Gov Risk | |
| 2014 | — | — | 18.5% | 36 | Critical Intervention Needed | Gov Risk | |
| 2013 | — | — | 11.9% | 44 | Fragile | Gov Risk | |
| 2012 | — | — | 11.0% | 49 | Fragile | Decline Risk | |
| 2011 | — | — | 6.9% | 54 | Fragile | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JONI VAUGHN | Board Member | — | ||
| ERIC PORTER | Board Member | — | ||
| JANE SYMMONDS | Board Member | — | ||
| JOHN DECKER | Board Member | — | ||
| ROBERTA EICHENBERG | Board President | — | ||
| BARB LOWERY | Board Member | — | ||
| COLLEEN MITCHELL | Board President | — | ||
| JILL NEWLAND | Board Member | — | ||
| MARY SHIVLEY | Board Member | — | ||
| ROBERTA SWANSON | Treasurer | — | ||
| SARAH EIMER | Secretary | — | ||
| DAVE MARKOWITZ | Board Member | — | ||
| JONI AUSTENFELD | Board Member | — | ||
| ROY MANN | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TERESA MALEY | Board Member | — | ||
| JODI CASE | Board Member | — | ||
| COLLEEN MITCHELL | Board Member | — | ||
| JILL NEWLAND | Board Member | — | ||
| DAN ROBERTSON | Board Member | — | ||
| MARY SHIVLEY | Board Member | — | ||
| MARJORIE WERLY | Board Member | — | ||
| ROBERTA SWANSON | Board Member | — | ||
| JONI VAUGHN | Treasurer | — | ||
| ERIC PORTER | Board President | — | ||
| JANE SYMMONDS | Secretary | — | ||
| PAM CORDLE | Board Member | — | ||
| JOHN DECKER | Board Member | — | ||
| ROBERTA EICHENBERG | Board Member | — | ||
| BARB LOWERY | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JONI VAUGHN | Treasurer | — | ||
| CHRIS RECH | Board President | — | ||
| ERIC PORTER | Board President | — | ||
| JANE SYMMONDS | Secretary | — | ||
| PAM CORDLE | Board Member | — | ||
| JOHN DECKER | Board Member | — | ||
| ROBERTA EICHENBERG | Board Member | — | ||
| BARB LOWERY | Board Member | — | ||
| TERESA MALEY | Board Member | — | ||
| DAVE MARKOWITZ | Board Member | — | ||
| COLLEEN MITCHELL | Board Member | — | ||
| JILL NEWLAND | Board Member | — | ||
| DAN ROBERTSON | Board Member | — | ||
| MARY SHIVLEY | Board Member | — | ||
| MARJORIE WERLY | Board Member | — |
Score breakdown
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.
Overall score has gone from 48 → 54 over 5 years (improving by 6 points).
What's driving this score
- Comp-to-revenue ratio of 7.8% sits within the sector's healthy band (18–22%).
- Two consecutive years of deficit spending.
What would change this score
The two changes that would most improve this score:
- Stabilize program expenses or grow earned-income revenue to break the consecutive-deficit pattern (~8 points to financial score).
Improving governance is a board decision. These are the levers.