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 | Hidden | Hidden | 4.7% | 50 | Fragile | Recovery | |
| 2022 | — | — | — | 41 | Fragile | Decline Risk | |
| 2021 | — | — | — | 43 | Fragile | Decline Risk | |
| 2020 | — | — | — | 46 | Fragile | Decline Risk | |
| 2019 | — | — | — | 39 | Fragile | Decline Risk | |
| 2018 | — | — | 25.9% | 28 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 13.9% | 31 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 16.4% | 24 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 27.1% | 23 | Critical Intervention Needed | Gov Risk | |
| 2014 | — | — | 14.4% | 27 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 30.2% | 23 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 7.5% | 36 | Financially Distressed | Recovery | |
| 2011 | — | — | 21.0% | 30 | Critical Intervention Needed | Gov Risk |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MORGAN DAILEY | Board Member | 2.5% of Rev | ||
| PAIGE ELLBOGEN | Board Member | 2.2% of Rev | ||
| JEN CHADDERDON | Board President | — | ||
| JEFF EASTWOOD | Board President | — | ||
| LISA SMITH | Treasurer | — | ||
| STEPHANIE WENDLING | Secretary | — | ||
| KELLY KALINOWSKI | Board Member | — | ||
| CARRIE PATTERSON | Board Member | — | ||
| KATE SCHNEIDER | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARY DOHERTY | Board President | — | ||
| LISA SMITH | Board President | — | ||
| JOY GALLUP | Board President | — | ||
| KIM HARDY | Board President | — | ||
| KAYLA WILKINSON | Secretary | — | ||
| BRANDI ATNIP | Treasurer | — | ||
| MARCIA PATTON | Artistic Director | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 15 other orgs in WY with NTEE prefix A6.
Most-divergent component: financial score sits 15 points above the peer median (55 vs. 40).
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 4.7% 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.