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 | 5.0% | 54 | Fragile | Stable Watch | |
| 2023 | — | — | 5.2% | 54 | Fragile | Recovery | |
| 2022 | — | — | 8.1% | 51 | Fragile | Recovery | |
| 2021 | — | — | 11.4% | 44 | Fragile | Gov Risk | |
| 2020 | — | — | 5.2% | 54 | Fragile | Recovery | |
| 2019 | — | — | 4.5% | 51 | Fragile | Recovery | |
| 2018 | — | — | — | 42 | Fragile | Stable Watch | |
| 2017 | — | — | — | 42 | Fragile | Recovery | |
| 2016 | — | — | — | 38 | Financially Distressed | Decline Risk | |
| 2015 | — | — | — | 42 | Fragile | Recovery | |
| 2014 | — | — | — | 38 | Financially Distressed | Stable Watch | |
| 2013 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 38 | Financially Distressed | Stable Watch | |
| 2011 | — | — | — | 35 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MOLLY JACOBS | Board President | 5.0% of Rev | ||
| PAM BARNEY | VICE CHAIRMAN | — | ||
| CRYSTAL MORTENSEN | Secretary | — | ||
| SPENCER HALE | Chairman | — | ||
| JASON BARNEY | Board Member | — | ||
| DOREEN COTT | Board Member | — | ||
| LYNN WHITE | Board Member | — | ||
| MARK SCHNEPF | Board Member | — | ||
| MARC TUBBS | Board Member | — | ||
| AMBER BORDES | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MOLLY JACOBS | Board President | 4.6% of Rev | ||
| PAM BARNEY | VICE CHAIRMA | — | ||
| CRYSTAL MORTENSEN | Secretary | — | ||
| SPENCER HALE | CHAIRMAN | — | ||
| JASON BARNEY | Board Member | — | ||
| DOREEN COTT | Board Member | — | ||
| LYNN WHITE | Board Member | — | ||
| MARK SCHNEPF | Board Member | — | ||
| MARC TUBBS | Board Member | — | ||
| CRYSTAL KORPAN | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MOLLY JACOBS | Board President | 4.4% of Rev | ||
| PAM BARNEY | VICE CHAIRMA | — | ||
| CRYSTAL MORTENSEN | Secretary | — | ||
| SPENCER HALE | CHAIRMAN | — | ||
| JASON BARNEY | Board Member | — | ||
| DOREEN COTT | Board Member | — | ||
| LYNN WHITE | Board Member | — | ||
| STUART STRAIT | Board Member | — | ||
| MARK SCHNEPF | Board Member | — | ||
| MARC TUBBS | Board Member | — | ||
| CRYSTAL KORPAN | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MOLLY JACOBS | Board President | 2.7% of Rev | ||
| PAM BARNEY | VICE CHAIRMA | — | ||
| CRYSTAL MORTENSEN | Secretary | — | ||
| SPENCER HALE | CHAIRMAN | — | ||
| JASON BARNEY | Board Member | — | ||
| DOREEN COTT | Board Member | — | ||
| LYNN WHITE | Board Member | — | ||
| STUART STRAIT | Board Member | — | ||
| MARK SCHNEPF | Board Member | — | ||
| MARC TUBBS | Board Member | — | ||
| CRYSTAL KORPAN | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 118 other orgs in AZ 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 5.0% 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.