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 | 7.0% | 54 | Fragile | Stable Watch | |
| 2022 | — | — | 4.6% | 54 | Fragile | Recovery | |
| 2021 | — | — | 14.8% | 45 | Fragile | Recovery | |
| 2020 | — | — | 17.6% | 40 | Fragile | Recovery | |
| 2019 | — | — | 7.0% | 44 | Fragile | Recovery | |
| 2018 | — | — | 6.6% | 42 | Fragile | Recovery | |
| 2017 | — | — | 8.7% | 33 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 9.0% | 40 | Fragile | Stable Watch | |
| 2015 | — | — | 4.8% | 42 | Fragile | Recovery | |
| 2014 | — | — | — | 39 | Fragile | Decline Risk | |
| 2013 | — | — | — | 41 | Fragile | Stable Watch | |
| 2012 | — | — | — | 43 | Fragile | Stable Watch | |
| 2011 | — | — | — | 47 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOE MARKLEY | CO-EXEC DIRE | 3.5% of Rev | ||
| SHEILA MARKLEY | CO-EXEC DIRE | 3.5% of Rev | ||
| THERESA BRAMLAGE | Board Member | — | ||
| JUSTIN HOOVER | Treasurer | — | ||
| SALLY JARDINE | VICE CHAIRPE | — | ||
| BRAD JOHNSON | Board Member | — | ||
| MARGARET KILPATRICK | Board Member | — | ||
| HELEN KOVAC | Secretary | — | ||
| KELLY LANDES | Board Member | — | ||
| TIFFANY NACCARATO | Board Member | — | ||
| MARY DEVIN PHD | Board President | — | ||
| NICOLE PRINTZ | VICE-CHAIRPE | — | ||
| KATHY TRIPLETT | Treasurer | — | ||
| LISA OSBOURN | FINANCIAL OF | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOE MARKLEY | CO-EXEC DIRE | 3.5% of Rev | ||
| SHEILA MARKLEY | CO-EXEC DIRE | 3.5% of Rev | ||
| THERESA BRAMLAGE | Board Member | — | ||
| DESIREE BROWN | Board Member | — | ||
| BARBARA COWEN CRAFT | Board Member | — | ||
| JUSTIN HOOVER | Treasurer | — | ||
| BRAD JOHNSON | Board Member | — | ||
| MARGARET KILPATRICK | Board Member | — | ||
| HELEN KOVAC | Secretary | — | ||
| KELLY LANDES | Board Member | — | ||
| MARY DEVIN PHD | Board Member | — | ||
| JANETTE VOGELSANG | VICE-CHAIRPE | — | ||
| FLORENCE WHITEBREAD | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOE MARKLEY | CO-EXEC DIRE | 3.5% of Rev | ||
| SHEILA MARKLEY | CO-EXEC DIRE | 3.5% of Rev | ||
| THERESA BRAMLAGE | Board Member | — | ||
| BARBARA CRAFT | Board Member | — | ||
| JUSTIN HOOVER | Board Member | — | ||
| BRAD JOHNSON | Board Member | — | ||
| MARGARET KILPATRICK | Board Member | — | ||
| HELEN KOVAC | Secretary | — | ||
| LISA OSBOURN | Treasurer | — | ||
| MARY DEVIN PHD | Board Member | — | ||
| JANETTE VOGELSANG | VICE-CHAIRPE | — | ||
| FLORENCE WHITEBREAD | Board President | — | ||
| JOHN YORK | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOE MARKLEY | CO-EXEC DIRE | 3.6% of Rev | ||
| SHEILA MARKLEY | CO-EXEC DIRE | 3.6% of Rev | ||
| THERESA BRAMLAGE | Board Member | — | ||
| BARBARA CRAFT | Board Member | — | ||
| STAN GAUNTT | Secretary | — | ||
| BRAD JOHNSON | Board Member | — | ||
| MARGARET KILPATRICK | Board Member | — | ||
| HELEN KOVAC | Board Member | — | ||
| LISA OSBOURN | Treasurer | — | ||
| MARY DEVIN PHD | Board Member | — | ||
| JANETTE VOGELSANG | VICE-CHAIRPE | — | ||
| FLORENCE WHITEBREAD | Board President | — | ||
| JOHN YORK | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 74 other orgs in KS with NTEE prefix A6.
Most-divergent component: program score sits 28 points above the peer median (60 vs. 32).
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 7.0% 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.