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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 9.1% | 54 | Fragile | Recovery | |
| 2022 | — | — | 2.3% | 49 | Fragile | Decline Risk | |
| 2021 | — | — | 2.6% | 55 | Fragile | Recovery | |
| 2020 | — | — | 1.9% | 53 | Fragile | Recovery | |
| 2019 | — | — | 37.5% | 42 | Governance-Stressed | Recovery | |
| 2018 | — | — | 34.5% | 40 | Governance-Stressed | Recovery | |
| 2017 | — | — | 38.2% | 42 | Governance-Stressed | Recovery | |
| 2016 | — | — | 52.3% | 36 | Critical Intervention Needed | Gov Risk | |
| 2015 | — | — | 64.8% | 38 | Governance-Stressed | Gov Risk | |
| 2014 | — | — | 43.8% | 42 | Governance-Stressed | Gov Risk | |
| 2013 | — | — | 29.3% | 46 | Governance-Stressed | Gov Risk | |
| 2012 | — | — | 28.1% | 50 | Governance-Stressed | Recovery | |
| 2011 | — | — | 34.5% | 46 | Fragile | Gov Risk |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DWAYNE HURT | Board Member | — | ||
| JANIS KANTER | Board Member | — | ||
| DALE COOPER | Board Member | — | ||
| ROD LUBEZNIK | Board Member | — | ||
| MICHAEL HACKETT | Board Member | — | ||
| BETSY KOHN | Secretary | — | ||
| ISH MUHAMMAD NIEVES | Board President | — | ||
| STEVE DEPALMA | Board President | — | ||
| GIGI MCCABE-MIELE | Board Member | — | ||
| CRYSTAL WILLIAMS-FRENCH | Board Member | — | ||
| SKYLER YORK | Board Member | — | ||
| MELISSA WARNEKE | Board Member | — | ||
| BILL PECK | Treasurer | — | ||
| LIZ KAMINSKI | Board Member | — | ||
| ABBY SKWIAT | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| HEIDI JAFFEE | Board Member | 1.2% of Rev | ||
| ROSE TEJEDA | Board Member | 0.6% of Rev | ||
| ROD LUBEZNIK | Board President | — | ||
| DALE COOPER | Board Member | — | ||
| LARONDA CAMPBELL | Board Member | — | ||
| MICHAEL HACKETT | Board President | — | ||
| MATT HARRIS | Treasurer | — | ||
| BETSY KOHN | Board Member | — | ||
| ISH MUHAMMAD NIEVES | Board Member | — | ||
| STEVE DEPALMA | Board Member | — | ||
| BEATRICE VODE | Board Member | — | ||
| CRYSTAL WILLIAMS-FRENCH | Board Member | — | ||
| ALEXANDER DEHILSTER | Board Member | — | ||
| SKYLER YORK | Board Member | — | ||
| MELISSA WARNEKE | Board Member | — | ||
| DAVID HOPPE | Board Member | — | ||
| BILL PECK | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ROSE TEJEDA | Board Member | 1.0% of Rev | ||
| HEIDI JAFFEE | Board Member | 0.5% of Rev | ||
| ROD LUBEZNIK | Board President | — | ||
| DALE COOPER | Board Member | — | ||
| MARY COSSEY | Board Member | — | ||
| MICHAEL HACKETT | Board President | — | ||
| MATT HARRIS | Treasurer | — | ||
| KATHY HENRICH | Secretary | — | ||
| DAVID HOPPE | Board Member | — | ||
| SHANNON DENNY | Board Member | — | ||
| YVETTE SAXER-PEREZ | Board Member | — | ||
| DOT PROUX | Board Member | — | ||
| ALEXANDER DEHILSTER | Board Member | — | ||
| SKYLER YORK | Board Member | — | ||
| SCOTT PELATH | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 9 other orgs in IN with NTEE prefix A4.
Most-divergent component: program score sits 55 points above the peer median (60 vs. 5).
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 9.1% 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.