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
49
Score
Governance
58
Score
Financial
35
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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 4.6% | 49 | Fragile | Decline Risk | |
| 2022 | — | — | 2.5% | 53 | Fragile | Stable Watch | |
| 2021 | — | — | — | 53 | Fragile | Recovery | |
| 2020 | — | — | — | 32 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | — | 35 | Financially Distressed | Recovery | |
| 2018 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 8.6% | 34 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 7.9% | 34 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 10.4% | 31 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 10.3% | 35 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 9.5% | 38 | Financially Distressed | Decline Risk | |
| 2012 | — | — | 7.8% | 42 | Fragile | Recovery | |
| 2011 | — | — | 8.6% | 38 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| STEVEN MORRIS | Executive Dir. | 5.2% of Rev | ||
| ROBIN DOTSON | Secretary | — | ||
| BRIAN GEORGE | Board President | — | ||
| DIANE KINZLMAIER | Board Member | — | ||
| LYNN ROSSI SCOTT | Board President | — | ||
| FELICIA ABRAM | Board Member | — | ||
| JENNA ANDERSON | Board Member | — | ||
| BARRY BONDURANT | Board Member | — | ||
| COURTNEY BARKSDALE-PEREZ | Board Member | — | ||
| AL CLARK | Board Member | — | ||
| SHALYN CLARK | Board Member | — | ||
| LORI CRAIG | Board Member | — | ||
| MARK CRAIG | Board Member | — | ||
| TRACIE DONALDSON | Board Member | — | ||
| DEBRA FREIHEIT-REICH | Board Member | — | ||
| JACK HARDAWAY | Board Member | — | ||
| PAM HARDAWAY | Board Member | — | ||
| CHARLES BRADY | Board Member | — | ||
| BRIDGET DAVIS | Board Member | — | ||
| CRAIG LIDELL | Board Member | — | ||
| KARA LIDELL | Board Member | — | ||
| CHRIS MENGER | Board Member | — | ||
| DINAH MENGER | Board Member | — | ||
| SHARON KAYE MILLER | Board Member | — | ||
| MICHAEL MILLER | Board Member | — | ||
| PENNY PATRICK | Board Member | — | ||
| DEBBIE PEACH | Board Member | — | ||
| AARON REICH | Board Member | — | ||
| PENNY REICHERT | Board Member | — | ||
| PETER SCOTT | Board Member | — | ||
| RICHARD URSO | Board Member | — | ||
| VICTORIA ESQUIBELL | Board Member | — | ||
| WILLIAM HARPER | Board Member | — | ||
| KIM PIERRET HUSSEY | Board Member | — | ||
| SUSAN MALONE | Board Member | — | ||
| TERESA MENARD | Board Member | — | ||
| MISTY SHATTO | Board Member | — | ||
| NINA JONES | Treasurer | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| STEVEN MORRIS | Executive Dir. | 4.5% of Rev | ||
| ROBIN DOTSON | Secretary | — | ||
| BRIAN GEORGE | Board President | — | ||
| DIANE KINZLMAIER | Treasurer | — | ||
| LYNN ROSSI SCOTT | Board President | — | ||
| LIST ATTACHED FOR REMAINING | BOARD OF DIR. | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ROBIN DOTSON | Secretary | — | ||
| BRIAN GEORGE | Board President | — | ||
| DIANE KINZLMAIER | FUND DEVELOP | — | ||
| GAYLE KRENGEL | GUILD BOARD | — | ||
| KARA LIDELL | RECRUITMENT | — | ||
| DEBRA FREIGEIT REICH | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ROBIN DOTSON | Secretary | — | ||
| BRIAN GEORGE | STRATEGIC PL | — | ||
| DIANE KINZLMAIER | FUND DEVELOP | — | ||
| GAYLE KRENGEL | GUILD BOARD | — | ||
| KARA LIDELL | RECRUITMENT | — | ||
| DEBRA FREIGEIT REICH | Treasurer | — | ||
| RICHARD URSO | Board President | — | ||
| ROBIN DOTSON | Secretary | — | ||
| BRIAN GEORGE | STRATEGIC PL | — | ||
| DIANE KINZLMAIER | FUND DEVELOP | — | ||
| GAYLE KRENGEL | GUILD BOARD | — | ||
| KARA LIDELL | RECRUITMENT | — | ||
| DEBRA FREIGEIT REICH | Treasurer | — | ||
| RICHARD URSO | Board President | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
35 / 100
weight 40%
Governance risk
58 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
49 / 100
Developing
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 132 other orgs in TX 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 4.6% sits within the sector's healthy band (18–22%).
What would change this score
The two changes that would most improve this score:
- Build cash reserves to at least 3 months of operating expenses — moves financial resilience score meaningfully (~10 points).
Improving governance is a board decision. These are the levers.