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
55
Score
Governance
58
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 | 3.6% | 55 | Fragile | Stable Watch | |
| 2022 | — | — | 4.4% | 52 | Fragile | Recovery | |
| 2021 | — | — | — | 49 | Fragile | Recovery | |
| 2020 | — | — | — | 50 | Fragile | Recovery | |
| 2019 | — | — | — | 38 | Financially Distressed | Recovery | |
| 2018 | — | — | — | 49 | Fragile | Recovery | |
| 2017 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 12.4% | 48 | Fragile | Recovery | |
| 2015 | — | — | 28.5% | 32 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 53.9% | 15 | Critical Intervention Needed | Gov Risk | |
| 2013 | — | — | 28.9% | 28 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 10.0% | 40 | Fragile | Recovery | |
| 2011 | — | — | 51.4% | 26 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Robert Willenbrink | Executive Director | 4.2% of Rev | ||
| Robert Willenbrink | Board Member | 3.8% of Rev | ||
| Robert Willenbrink | Board Member | 3.6% of Rev | ||
| Paul C Balsamo | Board Member | — | ||
| John Mettee IV | Board Member | — | ||
| Larry Noto | Board Member | — | ||
| Robert Rich | Board Member | — | ||
| Jon Kohler | Board Member | — | ||
| Debi Williams | Board Member | — | ||
| Amy Jahnigen | Board Member | — | ||
| Claudine Adams | Board Member | — | ||
| Paul C Balsamo | Board Member | — | ||
| Anthony Lisuzzo | Board Member | — | ||
| John Mettee IV | Board Member | — | ||
| Mary Teddy Wray | Board Member | — | ||
| Larry Noto | Board Member | — | ||
| John Bellantoni | Board Member | — | ||
| Robert Rich | Board Member | — | ||
| Katherine Kelly | Board Member | — | ||
| Jon Kohler | Board Member | — | ||
| Terry Bostock | Board Member | — | ||
| Amy Jahnigen | Board Member | — | ||
| Carolyn Evans | Board President | — | ||
| Claudine Adams | Board Member | — | ||
| George Hergenhahn | Treasurer | — | ||
| Anthony Lisuzzo | Board Member | — | ||
| Kathleen Heidelmaier | Secretary | — | ||
| Mary Teddy Wray | Board Member | — | ||
| Cynthia Hergenhahn | Board President | — | ||
| John Bellantoni | Board Member | — | ||
| Katherine Kelly | Board Member | — | ||
| Terry Bostock | Board Member | — | ||
| Carolyn Evans | Board President | — | ||
| George Hergenhahn | Treasurer | — | ||
| Kathleen Heidelmaier | Secretary | — | ||
| Cynthia Hergenhahn | Board President | — | ||
| Paul C Balsamo | Board Member | — | ||
| John Mettee IV | Board Member | — | ||
| Larry Noto | Board Member | — | ||
| Robert Rich | Board Member | — | ||
| Jon Kohler | Board Member | — | ||
| Amy Jahnigen | Board Member | — | ||
| Claudine Adams | Board Member | — | ||
| Anthony Lisuzzo | Board Member | — | ||
| Mary Teddy Wray | Board Member | — | ||
| John Bellantoni | Board Member | — | ||
| Katherine Kelly | Board Member | — | ||
| Terry Bostock | Board Member | — | ||
| Anthony Wohlers | Board Member | — | ||
| Carolyn Evans | Board President | — | ||
| George Hergenhahn | Treasurer | — | ||
| Kathleen Heidelmaier | Secretary | — | ||
| Cynthia Hergenhahn | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Carolyn Evans | Board President | — | ||
| Mary Teddy Wray | Board President | — | ||
| Tobias Musser | Board Member | — | ||
| George Hergenhahn | Treasurer | — | ||
| Kathleen Heidelmaier | Secretary | — | ||
| Cynthia Hergenhahn | Board Member | — | ||
| Paul C Balsamo | Board Member | — | ||
| Anthony Lisuzzo | Board Member | — | ||
| John Mettee IV | Board Member | — | ||
| Larry Noto | Board Member | — | ||
| Robert Rich | Board Member | — | ||
| Benny Russell | Board Member | — | ||
| Jon Kohler | Board Member | — | ||
| Debi Williams | Board Member | — | ||
| Robert Willenbrink | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TOBY MUSSER | Board President | — | ||
| DR MARY TEDDY WRAY | Board President | — | ||
| PAUL BALSAMO | Treasurer | — | ||
| CAROLYN EVANS | Board Member | — | ||
| KATHY HEIDELMAIER | Secretary | — | ||
| ANTHONY LISUZZO | Board Member | — | ||
| LARRY NOTO | Board Member | — | ||
| JOHN V METTEE IV | Board Member | — | ||
| ROBERT RICH | Board Member | — | ||
| DEBI WILLIAMS | Board Member | — | ||
| DR BENNY RUSSELL | Board Member | — |
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
58 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
55 / 100
Developing
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 163 other orgs in MD with NTEE prefix A6.
Most-divergent component: program score sits 34 points above the peer median (60 vs. 26).
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 3.6% sits within the sector's healthy band (18–22%).
- Two consecutive years of deficit spending.
What would change this score
The two changes that would most improve this score:
- Stabilize program expenses or grow earned-income revenue to break the consecutive-deficit pattern (~8 points to financial score).
Improving governance is a board decision. These are the levers.