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
54
Score
Governance
55
Score
Financial
50
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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 8.2% | 54 | Fragile | Recovery | |
| 2022 | — | — | 19.2% | 47 | Fragile | Decline Risk | |
| 2021 | — | — | 14.0% | 52 | Fragile | Recovery | |
| 2020 | — | — | 15.6% | 47 | Fragile | Decline Risk | |
| 2019 | — | — | 15.8% | 47 | Fragile | Decline Risk | |
| 2018 | — | — | 11.1% | 52 | Fragile | Stable Watch | |
| 2017 | — | — | 10.3% | 52 | Fragile | Recovery | |
| 2016 | — | — | 15.5% | 41 | Financially Distressed | Decline Risk | |
| 2015 | — | — | 16.2% | 41 | Financially Distressed | Recovery | |
| 2014 | — | — | 19.9% | 41 | Financially Distressed | Decline Risk | |
| 2013 | — | — | 17.0% | 45 | Financially Distressed | Decline Risk | |
| 2012 | — | — | 15.8% | 47 | Fragile | Stable Watch | |
| 2011 | — | — | 16.6% | 47 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JONAH RABINOWITZ END 625 | Executive Director | 10.6% of Rev | ||
| GREG HILL | Board President | — | ||
| L OWEN KELLY | Secretary | — | ||
| JAMYE HARDY WILLE | Board President | — | ||
| MELINDA DRENNAN | Treasurer | — | ||
| JOHN ALLEN | Board Member | — | ||
| LORI CARVER | Board Member | — | ||
| TONY CONWAY | Board Member | — | ||
| GEORGE DEZEVALLOS | Board Member | — | ||
| BAIRD DIXON | Board Member | — | ||
| BOB FISHER | Board Member | — | ||
| JEFF ALLEN | Board Member | — | ||
| ALEX HAYES | Board Member | — | ||
| BEVERLY KEEL | Board Member | — | ||
| MARK MONTGOMERY | Board Member | — | ||
| DAN MOORE | Board Member | — | ||
| JACOB NEMER | Board Member | — | ||
| FRANK SUTHERLAND | Board Member | — | ||
| GEORGE URIBE | Board Member | — | ||
| ERIC HOLDER | Board Member | — | ||
| TABITHA ROBINSON | Board Member | — | ||
| KENNY SMOOV | Board Member | — | ||
| WILLIAM GILMORE | Board Member | — | ||
| SALLY WILLIAMS | Board Member | — | ||
| BECKY GARDENHIRE | Board Member | — | ||
| VALERIE CORDERO START 225 | Executive Director | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JONAH RABINOWITZ | Executive Director | 8.2% of Rev | ||
| BECKY GARDENHIRE | Board President | — | ||
| GREG HILL | Board President | — | ||
| L OWEN KELLY | Secretary | — | ||
| MELINDA DRENNAN | Treasurer | — | ||
| RYAN MOSES | Board Member | — | ||
| JEFF ALLEN | Board Member | — | ||
| JOHN ALLEN | Board Member | — | ||
| LORI CARVER | Board Member | — | ||
| TONY CONWAY | Board Member | — | ||
| CHARLIE COOK | Board Member | — | ||
| GILLIE CROWDER | Board Member | — | ||
| GEORGE DEZEVALLOS | Board Member | — | ||
| BAIRD DIXON | Board Member | — | ||
| BOB FISHER | Board Member | — | ||
| JAMYE HARDY | Board President | — | ||
| ALEX HAYES | Board Member | — | ||
| BEVERLY KEEL | Board Member | — | ||
| MARK MONTGOMERY | Board Member | — | ||
| DAN MOORE | Board Member | — | ||
| JACOB NEMER | Board Member | — | ||
| ALISTAIR NEWBERN | Board Member | — | ||
| DEL SAWYER | Board Member | — | ||
| FRANK SUTHERLAND | Board Member | — | ||
| GEORGE URIBE | Board Member | — | ||
| ERIC HOLDER | Board Member | — | ||
| LORENZO CANDELARIA | Board Member | — | ||
| TABITHA ROBINSON | Board Member | — | ||
| KENNY SMOOV | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JONAH RABINOWITZ | Executive Director | 9.0% of Rev | ||
| RYAN MOSES | Board President | — | ||
| BECKY GARDENHIRE | Board President | — | ||
| LOWEN KELLY | Secretary | — | ||
| LAINIE ALLBEE | Treasurer | — | ||
| DENNIS WELLS | Board President | — | ||
| JEFF ALLEN | BOARD OF DIRECTORS | — | ||
| JOHN ALLEN | BOARD OF DIRECTORS | — | ||
| JANINE APPLETON EBACH | BOARD OF DIRECTORS | — | ||
| LUCIA LEPE BALDERAS | BOARD OF DIRECTORS | — | ||
| TRAVIS BARTEE | BOARD OF DIRECTORS | — | ||
| TONY CONWAY | BOARD OF DIRECTORS | — | ||
| CHARLIE COOK | BOARD OF DIRECTORS | — | ||
| GILLIE CROWDER | BOARD OF DIRECTORS | — | ||
| BARID DIXON | BOARD OF DIRECTORS | — | ||
| MELINDA DRENNAN | BOARD OF DIRECTORS | — | ||
| KEVIN ENDRES | BOARD OF DIRECTORS | — | ||
| WILLIAM GILMORE | BOARD OF DIRECTORS | — | ||
| JAMYE HARDY | BOARD OF DIRECTORS | — | ||
| GREG HILL | BOARD OF DIRECTORS | — | ||
| BEVERLY KEEL | BOARD OF DIRECTORS | — | ||
| SUZANNE KESSLER | BOARD OF DIRECTORS | — | ||
| MICHAEL MCBRIDE | BOARD OF DIRECTORS | — | ||
| KEN MCKNIGHT | BOARD OF DIRECTORS | — | ||
| DAN MOORE | BOARD OF DIRECTORS | — | ||
| JACOB NEMER | BOARD OF DIRECTORS | — | ||
| ALISTAIR NEWBERN | BOARD OF DIRECTORS | — | ||
| SHANNON SANDERS | BOARD OF DIRECTORS | — | ||
| DEL SAWYER | BOARD OF DIRECTORS | — | ||
| DENISE STIFF | BOARD OF DIRECTORS | — | ||
| FRANK SUTHERLAND | BOARD OF DIRECTORS | — | ||
| HERSHELL WARREN | BOARD OF DIRECTORS | — | ||
| DAN WERLY | BOARD OF DIRECTORS | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
50 / 100
weight 40%
Governance risk
55 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
54 / 100
Developing
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 13 other orgs in TN with NTEE prefix A2.
Most-divergent component: program score sits 39 points above the peer median (60 vs. 21).
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 8.2% 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.