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 |
|---|---|---|---|---|---|---|---|
| 2021 | — | — | 7.4% | 55 | Fragile | Recovery | |
| 2020 | — | — | 6.5% | 45 | Fragile | Recovery | |
| 2019 | — | — | — | 57 | Fragile | Stable Watch | |
| 2018 | — | — | — | 57 | Fragile | Stable Watch | |
| 2017 | — | — | — | 53 | Fragile | Recovery | |
| 2016 | — | — | — | 51 | Fragile | Stable Watch | |
| 2015 | — | — | — | 51 | Fragile | Stable Watch | |
| 2014 | — | — | — | 51 | Fragile | Recovery | |
| 2013 | — | — | — | 49 | Fragile | Recovery | |
| 2012 | — | — | — | 43 | Fragile | Recovery | |
| 2011 | — | — | — | 41 | Fragile | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| RACHEL CURTISS | Board Member | 4.0% of Rev | ||
| MITCHELL BEAN | Board Member | 3.5% of Rev | ||
| ROSEMARY RHODES | Board Member | — | ||
| ROBERT BARTLE | Secretary | — | ||
| HENRY BLANKE | Board President | — | ||
| TOM HAWKO | Board Member | — | ||
| RICHARD DIMOND | Board Member | — | ||
| ELDON KISTNER | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| RACHEL CURTISS | Board Member | 2.3% of Rev | ||
| MICHELL BEAN | Board Member | 1.9% of Rev | ||
| ROSEMARY RHODES | Board Member | — | ||
| ROBERT BARTLE | Secretary | — | ||
| HENRY BLANKE | Board President | — | ||
| TOM HAWKO | Treasurer | — | ||
| RICHARD DIMOND | Board Member | — | ||
| ELDON KISTNER | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 51 other orgs in NE with NTEE prefix A6.
Most-divergent component: governance score sits 17 points below the peer median (55 vs. 72).
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 53 → 55 over 5 years (improving by 2 points).
What's driving this score
- Comp-to-revenue ratio of 7.4% 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.