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 |
|---|---|---|---|---|---|---|---|
| 2023 | — | — | 7.2% | 54 | Fragile | Stable Watch | |
| 2022 | — | — | 5.6% | 54 | Fragile | Stable Watch | |
| 2021 | — | — | 5.6% | 54 | Fragile | Recovery | |
| 2020 | — | — | 7.8% | 46 | Financially Distressed | Decline Risk | |
| 2019 | — | — | 8.0% | 46 | Financially Distressed | Decline Risk | |
| 2018 | — | — | 5.3% | 54 | Fragile | Recovery | |
| 2017 | — | — | 7.1% | 44 | Fragile | Stable Watch | |
| 2016 | — | — | 6.7% | 44 | Fragile | Stable Watch | |
| 2015 | — | — | 5.2% | 44 | Fragile | Recovery | |
| 2014 | — | — | 5.5% | 40 | Financially Distressed | Stable Watch | |
| 2013 | — | — | 8.9% | 36 | Financially Distressed | Recovery | |
| 2012 | — | — | 8.7% | 32 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | 11.6% | 35 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Erika Overturff | Executive Director | 6.0% of Rev | ||
| Catherine Hall | Board Member | — | ||
| Sharon McGill | Board Member | — | ||
| Karen Nelsen | Board Member | — | ||
| Michelle Clark | Board Member | — | ||
| Greta Vaught | Board President | — | ||
| Doyle C Tipler | Board Member | — | ||
| Jeanie Owen | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Erika Overturff | Executive Director | 6.2% of Rev | ||
| Catherine Hall | Board Member | — | ||
| Sharon McGill | Board Member | — | ||
| Karen Nelsen | Board Member | — | ||
| Michelle Clark | Board Member | — | ||
| Greta Vaught | Board President | — | ||
| Doyle C Tipler | Board Member | — | ||
| Jeanie Owen | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Erika Overturff | Executive Director | 5.5% of Rev | ||
| Greta Vaught | Board President | — | ||
| Michael C Thompson | Board Member | — | ||
| Jeanie Owen | Board Member | — | ||
| Michelle Clark | Board Member | — | ||
| Catherine Hall | Board Member | — | ||
| Sharon McGill | Board Member | — | ||
| Karen Nelsen | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 85 other orgs in IA with NTEE prefix A6.
Most-divergent component: program score sits 31 points above the peer median (60 vs. 29).
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.
Overall score has gone from 46 → 54 over 5 years (improving by 8 points).
What's driving this score
- Comp-to-revenue ratio of 7.2% 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.