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 | — | — | 9.7% | 54 | Fragile | Recovery | |
| 2022 | — | — | 15.0% | 43 | Fragile | Decline Risk | |
| 2021 | — | — | 21.9% | 45 | Fragile | Recovery | |
| 2020 | — | — | 14.2% | 37 | Fragile | Recovery | |
| 2019 | — | — | 5.5% | 32 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 10.8% | 36 | Financially Distressed | Recovery | |
| 2017 | — | — | 12.1% | 29 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 31.8% | 32 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 32.2% | 28 | Critical Intervention Needed | Gov Risk | |
| 2014 | — | — | 21.4% | 37 | Financially Distressed | Recovery | |
| 2013 | — | — | 33.7% | 31 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 43.7% | 32 | Critical Intervention Needed | Gov Risk | |
| 2011 | — | — | 23.1% | 33 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| WHIT WHITAKER | Executive Director | 11.8% of Rev | ||
| CHRISTIAN ADAIR | Board President | — | ||
| CAROLYN DUNN | Secretary | — | ||
| WALLACE BARBER | Treasurer | — | ||
| FRANK WALKER | Board President | — | ||
| JAMES BROWN | Board Member | — | ||
| SUZANNE LEIBEE | Board Member | — | ||
| LLOYD ALVERSON | Board Member | — | ||
| SEON JACKSON | Board Member | — | ||
| PAULA CAMPBELL-RUDD | Board Member | — | ||
| PAT TATUM | Board Member | — | ||
| CHRIS FORD | Board Member | — | ||
| GEORGE BROWN | Board Member | — | ||
| OBIE TAYLOR | Board Member | — | ||
| TIFFANY DANIELS | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ERVY WHITAKER II | Executive Director | 10.7% of Rev | ||
| JAMES BROWN | Board Member | — | ||
| LATARIKA YOUNG | Secretary | — | ||
| PAT TATUM | Treasurer | — | ||
| SEON JACKSON | Board Member | — | ||
| GLENDA HUMPHREY GEORGE | Board Member | — | ||
| GEORGE BROWN | Board Member | — | ||
| WALLACE BARBER | Board Member | — | ||
| SHULING FISTER | Board Member | — | ||
| CAROLYN DUNN | Board Member | — | ||
| CHRISTIAN ADAIR | Board President | — | ||
| FRANK WALKER | Board President | — | ||
| DR DAN SHEEHAN | Board Member | — | ||
| PERCY THOMAS | Board Member | — | ||
| PAUL CAMPBELL-RUDD | Board Member | — | ||
| TIFFANY DANIELS | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DONALD MASON | Executive Director | 4.1% of Rev | ||
| JAMES BROWN | Board Member | — | ||
| LATARIKA YOUNG | Secretary | — | ||
| OLIVIA DAVIS | Treasurer | — | ||
| SEON JACKSON | Board Member | — | ||
| GLENDA HUMPHREY GEORGE | Board Member | — | ||
| GEORGE BROWN | Board Member | — | ||
| WALLACE BARBER | Board Member | — | ||
| SHULING FISTER | Board Member | — | ||
| PAT TATUM | Board Member | — | ||
| CAROLYN DUNN | Board Member | — | ||
| CHRISTIAN ADAIR | Board President | — | ||
| FRANK WALKER | Board President | — | ||
| DR DAN SHEEHAN | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 13 other orgs in KY with NTEE prefix A2.
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.
Overall score has gone from 32 → 54 over 5 years (improving by 22 points). A multi-year directional move of this magnitude is a signal worth investigating.
What's driving this score
- Comp-to-revenue ratio of 9.7% 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.