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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 7.3% | 50 | Fragile | Recovery | |
| 2022 | — | — | — | 52 | Fragile | Recovery | |
| 2021 | — | — | 4.8% | 53 | Fragile | Recovery | |
| 2019 | — | — | — | 48 | Fragile | Decline Risk | |
| 2018 | — | — | — | 52 | Fragile | Stable Watch | |
| 2017 | — | — | — | 52 | Fragile | Stable Watch | |
| 2016 | — | — | — | 52 | Fragile | Recovery | |
| 2015 | — | — | — | 36 | Financially Distressed | Stable Watch | |
| 2014 | — | — | — | 36 | Financially Distressed | Stable Watch | |
| 2013 | — | — | — | 36 | Financially Distressed | Stable Watch | |
| 2012 | — | — | — | 36 | Financially Distressed | Recovery | |
| 2011 | — | — | — | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ROBERT FORD | Artistic Director | 3.6% of Rev | ||
| ROBERT FORD | Artistic Director | 2.9% of Rev | ||
| SHANNON JASCH | EXECUTIVE DI | 2.6% of Rev | ||
| COREY HUFFTY | Board Member | 1.8% of Rev | ||
| SHANNON JASCH | Board Member | 1.8% of Rev | ||
| COREY HUFFTY | Board Member | 1.8% of Rev | ||
| ADAM ARROYOS | Board Member | — | ||
| SANDY EDWARDS | Board President | — | ||
| DENISE GARNER | Board Member | — | ||
| MICHELLE GILL | Board Member | — | ||
| SUSAN HALL | Board Member | — | ||
| LEIGH HOPKINS | Treasurer | — | ||
| SARAH KING | Board Member | — | ||
| JOHANN KOMANDER | Board Member | — | ||
| BRITTON LOTT | Board Member | — | ||
| MARSHALL SAVIERS | Board Member | — | ||
| JUDY SCHWAB | Secretary | — | ||
| ESTHER SILVER-PARKER | VICE PRESIDE | — | ||
| TODD SIMMONS | Board Member | — | ||
| ANDREA WILSON | Board Member | — | ||
| SANDY EDWARDS | Board Member | — | ||
| DENISE GARNER | Board Member | — | ||
| SUSAN HALL | Board Member | — | ||
| LEIGH HOPKINS | Treasurer | — | ||
| JOHANN KOMANDER | Board Member | — | ||
| MARSHALL SAVIERS | Board Member | — | ||
| JUDY SCHWAB | Secretary | — | ||
| ESTER SILVER-PARKER | VICE PRESIDE | — | ||
| TODD SIMMONS | Board President | — | ||
| ANDREA WILSON | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARTIN MILLER | EXECUTIVE DI | 3.4% of Rev | ||
| ROBERT FORD | Artistic Director | 3.2% of Rev | ||
| TODD SIMMONS | Board President | — | ||
| ESTHER SILVER-PARKER | VICE PRESIDE | — | ||
| JUDY SCHWAB | Secretary | — | ||
| LEIGH HOPKINS | Treasurer | — | ||
| DENISE GARNER | Board Member | — | ||
| SUSAN HALL | Board Member | — | ||
| LYNN DONALD CARVER | Board Member | — | ||
| YVETTE MURPHY-ERBY | Board Member | — | ||
| ANDREA WILSON | Board Member | — | ||
| MARSHALL SAVIERS | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARTIN MILLER | EXECUTIVE DI | 3.0% of Rev | ||
| ROBERT FORD | Artistic Director | 2.8% of Rev | ||
| LYNN DONALD CARVER | Board Member | — | ||
| DENISE GARNER | Board Member | — | ||
| SUSAN HALL | Board Member | — | ||
| LEIGH HOPKINS | Treasurer | — | ||
| LOUIS MARTIN | Board Member | — | ||
| YVETTE MURPHY-ERBY | Board Member | — | ||
| CATHERINE ROCHE | Board Member | — | ||
| JUDY SCHWAB | Secretary | — | ||
| ESTER SILVER-PARKER | VICE PRESIDE | — | ||
| TODD SIMMONS | Board President | — | ||
| TOD YESLOW | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 34 other orgs in AR with NTEE prefix A6.
Most-divergent component: program score sits 25 points above the peer median (60 vs. 35).
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 7.3% 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.