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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 8.2% | 44 | Fragile | Stable Watch | |
| 2022 | — | — | 9.9% | 44 | Fragile | Recovery | |
| 2021 | — | — | 12.6% | 42 | Fragile | Stable Watch | |
| 2020 | — | — | 12.5% | 42 | Fragile | Recovery | |
| 2019 | — | — | — | 38 | Financially Distressed | Stable Watch | |
| 2018 | — | — | — | 38 | Financially Distressed | Decline Risk | |
| 2017 | — | — | — | 42 | Fragile | Recovery | |
| 2016 | — | — | 16.5% | 33 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 37.7% | 32 | Critical Intervention Needed | Gov Risk | |
| 2014 | — | — | 43.4% | 32 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 38.3% | 28 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 37.8% | 32 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | 47.9% | 28 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CAROL BRANSON | Board Member | — | ||
| KRISTEN COKELEY | Treasurer | — | ||
| LEAA CRUCE | VICE PRESIDE | — | ||
| MEGHAN SAXON | Board President | — | ||
| NICOLE TRISTRAM | Board Member | — | ||
| SARA ZEILMAN | Secretary | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| STEPHANIE BURKHARDT | STUDIO DIREC | 8.2% of Rev | ||
| CAROL BRANSON | Treasurer | — | ||
| LEAA CRUCE | VICE PRESIDE | — | ||
| AILINE HELMS | Board Member | — | ||
| MEGHAN SAXON | Secretary | — | ||
| SHAWN STONAKER | Board President | — | ||
| CASSONJA WARRING | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| STEPHANIE BURKHARDT | STUDIO DIREC | 9.1% of Rev | ||
| CAROL BRANSON | Treasurer | — | ||
| KRISTEN COKELEY | Board Member | — | ||
| LEAA CRUCE | VICE PRESIDE | — | ||
| AILINE HELMS | Board Member | — | ||
| MEGHAN SAXON | Secretary | — | ||
| SHAWN STONAKER | Board President | — | ||
| CASSONJA WARRING | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 9,337 other orgs in US with NTEE prefix B9.
Most-divergent component: governance score sits 0 points above the peer median (85 vs. 85).
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 0.0% 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.