Institutional Maturation
Institutional Maturation
Market
Archetype
Mechanical
Natural
Tier
Priority Review
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
40
Score
Governance
55
Score
Financial
15
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
2025
Financial Era
Governance Era
Trajectory Era
Institutional Maturation
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | — | — | 8.4% | 40 | Financially Distressed | Decline Risk | |
| 2023 | — | — | 7.2% | 50 | Fragile | Recovery | |
| 2022 | — | — | 9.3% | 40 | Financially Distressed | Recovery | |
| 2021 | — | — | 11.7% | 52 | Fragile | Recovery | |
| 2020 | — | — | 7.4% | 44 | Fragile | Stable Watch | |
| 2019 | — | — | 7.1% | 44 | Fragile | Stable Watch | |
| 2018 | — | — | 7.1% | 44 | Fragile | Recovery | |
| 2017 | — | — | 9.6% | 40 | Financially Distressed | Recovery | |
| 2016 | — | — | 5.8% | 42 | Financially Distressed | Decline Risk | |
| 2015 | — | — | 47.6% | 17 | Critical Intervention Needed | Gov Risk | |
| 2014 | — | — | 2.9% | 51 | Financially Distressed | Decline Risk | |
| 2013 | — | — | — | 52 | Fragile | Recovery | |
| 2012 | — | — | 17.4% | 47 | Fragile | Stable Watch | |
| 2011 | — | — | 15.2% | 47 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TERESA BERLINE | EXECUTIVE DI | 8.4% of Rev | ||
| DENISE BEERS-KIEPPER | Board Member | — | ||
| KENT BRANNON | Board Member | — | ||
| KELAN BROWN | Board Member | — | ||
| MARQUICE CLARK | Board Member | — | ||
| KAY COX | Board Member | — | ||
| BRIAN ENLOW | Board Member | — | ||
| ROBERT MICHAEL ETHRIDGE | VICE PRESIDE | — | ||
| SYREETA GREENE | Board Member | — | ||
| ANGELA HALSTEAD | PAST PRESIDE | — | ||
| GEORGE BRANDT III | Board Member | — | ||
| FRANCES KRYDYNSKI | Board Member | — | ||
| KENNY LAWRENCE | Board Member | — | ||
| CHI LIM | Board Member | — | ||
| ELIZABETH LOWNDES | Board Member | — | ||
| GRIFFIN LITTLEJOHN LYNCH | Board Member | — | ||
| JULIA MANELLO | Secretary | — | ||
| MARGARETTE B MILLER | Board Member | — | ||
| KIRA REAVES | Board President | — | ||
| CINDY RIDDLE | Board Member | — | ||
| ROSEMARY MOODY ROBERTS | Board Member | — | ||
| NATALIE ROBICHAUD | Board Member | — | ||
| ROBERT RODRIGUES | Treasurer | — | ||
| STEPHANIE WOFFORD | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TERESA BERLINE | EXECUTIVE DI | 7.7% of Rev | ||
| DENISE BEERS-KIEPPER | Board Member | — | ||
| KINSEY BLACKWELL | Secretary | — | ||
| KELAN BROWN | Board Member | — | ||
| MARQUICE CLARK | Board Member | — | ||
| KAY COX | Board Member | — | ||
| MEGHAN FALATOK | Board Member | — | ||
| ANGELA HALSTEAD | Board President | — | ||
| AUNDI HUNTER | Board Member | — | ||
| GEORGE BRANDT III | Board Member | — | ||
| LEIGH ANNE LANGELY | Board Member | — | ||
| KATE LEONARD | Treasurer | — | ||
| CHI LIM | Board Member | — | ||
| JULIA MANELLO | VICE PRESIDE | — | ||
| MARGARETTE B MILLER | Board Member | — | ||
| KYLE MILNER | Board Member | — | ||
| MICHELLE NELSON | Treasurer | — | ||
| KIRA REAVES | Board Member | — | ||
| ROSEMARY MOODY ROBERTS | Board Member | — | ||
| ROBERT RODRIGUES | Board Member | — | ||
| ELIZABETH SCHOONOVER | Board Member | — | ||
| ALLISON SKINNER | Board Member | — | ||
| ELIZABETH TISDALE | Board Member | — | ||
| STEPHANIE WOFFORD | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TERESA HOUGH | EXECUTIVE DI | 6.6% of Rev | ||
| DENISE BEERS-KIEPPER | Board Member | — | ||
| KINSEY BLACKWELL | Secretary | — | ||
| DR JAMES BRADOF | Board Member | — | ||
| TIMOTHY BUSH | Board Member | — | ||
| DAVID CATO | Board Member | — | ||
| KAY COX | Board Member | — | ||
| NANCY DOWLING | BOARD EMERIT | — | ||
| ANGELA HALSTEAD | Board President | — | ||
| AUNDI HUNTER | Board Member | — | ||
| GEORGE BRANDT III | Board Member | — | ||
| LEIGH ANNE LANGELY | Board Member | — | ||
| KATE LEONARD | Treasurer | — | ||
| CHI LIM | Board Member | — | ||
| JULIA MANELLO | VICE PRESIDE | — | ||
| ANN MANNING | Board Member | — | ||
| KYLE MILNER | Board Member | — | ||
| MICHELLE NELSON | Board Member | — | ||
| KIRA REAVES | Board Member | — | ||
| ROSEMARY MOODY ROBERTS | Board Member | — | ||
| ALLISON SKINNER | Board Member | — | ||
| ELIZABETH TISDALE | Board Member | — | ||
| STEPHANIE WOFFORD | 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
15 / 100
weight 40%
Governance risk
55 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
40 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 129 other orgs in SC with NTEE prefix A6.
Most-divergent component: program score sits 33 points above the peer median (60 vs. 27).
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 8.4% 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.