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 | — | — | 8.7% | 54 | Fragile | Recovery | |
| 2022 | — | — | 11.4% | 48 | Fragile | Decline Risk | |
| 2021 | — | — | 8.6% | 54 | Fragile | Recovery | |
| 2020 | — | — | 22.2% | 51 | Fragile | Gov Risk | |
| 2019 | — | — | 9.7% | 54 | Fragile | Recovery | |
| 2018 | — | — | 10.0% | 52 | Fragile | Stable Watch | |
| 2017 | — | — | 8.7% | 54 | Fragile | Recovery | |
| 2016 | — | — | 22.3% | 51 | Fragile | Recovery | |
| 2015 | — | — | 11.4% | 48 | Fragile | Recovery | |
| 2014 | — | — | 18.2% | 43 | Fragile | Recovery | |
| 2013 | — | — | 17.5% | 44 | Fragile | Gov Risk | |
| 2012 | — | — | 22.3% | 36 | Critical Intervention Needed | Gov Risk | |
| 2011 | — | — | 20.3% | 43 | Fragile | Gov Risk | |
| 2010 | — | — | 14.6% | 52 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JASON CRABILL | EXECUTIVE DI | 8.9% of Rev | ||
| TIM BOLTON | Board Member | — | ||
| SARAH CLAYPOOL | Board Member | — | ||
| DANIELLE DUNKEL | Board Member | — | ||
| LIZ FOX | VICE PRESIDE | — | ||
| JOHN FURNISS | Board Member | — | ||
| DAVID HOGREFE | Board Member | — | ||
| ANDREW RICHMOND | Board Member | — | ||
| KATE SMILEY | Board President | — | ||
| SARAH STOUGHTON | Board Member | — | ||
| TOM STOUGHTON | Treasurer | — | ||
| PAM STUMP | Secretary | — | ||
| CHARLIE VOSS | Board Member | — | ||
| SALLIE VOYLES | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JASON CRABILL | EXECUTIVE DI | 8.3% of Rev | ||
| TIM BOLTON | Board Member | — | ||
| SARAH CLAYPOOL | Board Member | — | ||
| DANIELLE DUNKEL | Board Member | — | ||
| LIZ FOX | Board Member | — | ||
| JOHN FURNISS | Board Member | — | ||
| DAVID HOGREFE | EXECUTIVE DI | — | ||
| CATHIE DE ROLPH | IMM. PAST PR | — | ||
| KATE SMILEY | Board President | — | ||
| SARAH STOUGHTON | Board Member | — | ||
| TOM STOUGHTON | Treasurer | — | ||
| PAM STUMP | Secretary | — | ||
| CHARLIE VOSS | Board Member | — | ||
| SALLIE VOYLES | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID HOGREFE | EXECUTIVE DI | 7.8% of Rev | ||
| ELIZABETH POWERS | EXECUTIVE DI | 7.8% of Rev | ||
| TIM BOLTON | Board Member | — | ||
| JAMIE CULVER | Board Member | — | ||
| CYNTHIA DITTOE | Board Member | — | ||
| LIZ FOX | Board Member | — | ||
| KELLY FULLER | Board President | — | ||
| JOHN FURNISS | Board Member | — | ||
| CATHIE DE ROLPH | VICE PRESIDE | — | ||
| KATHLEEN SEVERANCE | Board Member | — | ||
| KATE SMILEY | Secretary | — | ||
| NATHANIEL STITZLEIN | Board Member | — | ||
| CHARLIE VOSS | Board Member | — | ||
| SALLIE VOYLES | Board Member | — | ||
| BOB WOLFINGER | Treasurer | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 182 other orgs in OH with NTEE prefix A2.
Most-divergent component: program score sits 26 points above the peer median (60 vs. 34).
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 8.7% 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.