Institutional Maturation
Institutional Maturation
Market
Archetype
Mechanical
Natural
Tier
Developing
Trajectory Thumbprint
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.
The Crown
Institutional Health Scores
5-yr trend: Institutional Maturation ↑
Overall
50
Score
Governance
55
Score
Financial
40
Score
Program
60
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
Financial Era
Governance Era
Trajectory Era
Institutional Maturation
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | 10.0% | 50 | Fragile | Decline Risk | |
| 2023 | — | — | 7.3% | 54 | Fragile | Stable Watch | |
| 2022 | Hidden | Hidden | 6.2% | 54 | Fragile | Stable Watch | |
| 2021 | — | — | 7.3% | 54 | Fragile | Stable Watch | |
| 2020 | — | — | 9.0% | 54 | Fragile | Stable Watch | |
| 2019 | — | — | 6.9% | 54 | Fragile | Recovery | |
| 2018 | — | — | — | 52 | Fragile | Recovery | |
| 2017 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 32 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHRISTINA SALERNO | Executive Dir. | 10.0% of Rev | ||
| Karen Hoag | Board President | — | ||
| Steve Winger | Board President | — | ||
| RICHARD DAVIS | Treasurer | — | ||
| PAT BARKER | Secretary | — | ||
| BARBARA STURGES | Board President | — | ||
| Charles Amenta MD | Board Member | — | ||
| JANICE BARRY | Board Member | — | ||
| SAM BROWN | Board Member | — | ||
| Timothy J Coburn | Board Member | — | ||
| Christine Cochrane | Board Member | — | ||
| Bill Donne | Board Member | — | ||
| Cheri Boublis | Board Member | — | ||
| Billie Hauser | Board Member | — | ||
| ANDREA HETZEL | Board Member | — | ||
| Christie Buralli | Board Member | — | ||
| WILLIAM E HOFMANN | Board Member | — | ||
| Corinne Hwang | Board Member | — | ||
| Kathleen Field Orr | Board Member | — | ||
| Sharon Bean | Board Member | — | ||
| Don Ransford | Board Member | — | ||
| Mike Rogers | Board Member | — | ||
| Donnell Schwarz | Board Member | — | ||
| MARILYNN TANNEBAUM | Board Member | — | ||
| Bruce Werth | Board Member | — | ||
| John Westerman | Board Member | — | ||
| Terri Winfree PhD | Board Member | — | ||
| Steven Murphy | Board Member | — | ||
| Joey Buck | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHRISTINA SALERNO | Executive Dir. | 9.4% of Rev | ||
| BARBARA STURGES | Board President | — | ||
| Karen Hoag | Board President | — | ||
| RICHARD DAVIS | Treasurer | — | ||
| PAT BARKER | Secretary | — | ||
| KATHLEEN FIELD ORR | Board President | — | ||
| Charles Amenta MD | Board Member | — | ||
| JANICE BARRY | Board Member | — | ||
| SAM BROWN | Board Member | — | ||
| Timothy J Coburn | Board Member | — | ||
| Christine Cochrane | Board Member | — | ||
| Bill Donne | Board Member | — | ||
| Cheri Boublis | Board Member | — | ||
| Billie Hauser | Board Member | — | ||
| ANDREA HETZEL | Board Member | — | ||
| Christie Buralli | Board Member | — | ||
| WILLIAM E HOFMANN | Board Member | — | ||
| Corinne Hwang | Board Member | — | ||
| DORY MACHTINGER | Board Member | — | ||
| Roosevelt Griffin III | Board Member | — | ||
| Don Ransford | Board Member | — | ||
| Mike Rogers | Board Member | — | ||
| Donnell Schwarz | Board Member | — | ||
| MARILYNN TANNEBAUM | Board Member | — | ||
| Bruce Werth | Board Member | — | ||
| John Westerman | Board Member | — | ||
| Terri Winfree PhD | Board Member | — | ||
| Steve Winger | Board Member | — | ||
| Nichole Patton | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHRISTINA SALERNO | Executive Dir. | 8.9% of Rev | ||
| KATHLEEN FIELD ORR | Board President | — | ||
| BARBARA STURGES | Board President | — | ||
| RICHARD DAVIS | Treasurer | — | ||
| PAT BARKER | Secretary | — | ||
| MIKE ROGERS | Board President | — | ||
| Charles Amenta MD | Board Member | — | ||
| JANICE BARRY | Board Member | — | ||
| SAM BROWN | Board Member | — | ||
| Timothy J Coburn | Board Member | — | ||
| Christine Cochrane | Board Member | — | ||
| Bill Donne | Board Member | — | ||
| PAUL GREENAWALT | Board Member | — | ||
| Billie Hauser | Board Member | — | ||
| ANDREA HETZEL | Board Member | — | ||
| Karen Hoag | Board Member | — | ||
| WILLIAM E HOFMANN | Board Member | — | ||
| Corinne Hwang | Board Member | — | ||
| DORY MACHTINGER | Board Member | — | ||
| RICHARD MOUTVIC MD | Board Member | — | ||
| Don Ransford | Board Member | — | ||
| Carolee Samuels | Board Member | — | ||
| Donnell Schwarz | Board Member | — | ||
| MARILYNN TANNEBAUM | Board Member | — | ||
| Bruce Werth | Board Member | — | ||
| John Westerman | Board Member | — | ||
| Terri Winfree PhD | Board Member | — | ||
| Steve Winger | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
40 / 100
weight 40%
Governance risk
55 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
50 / 100
Developing
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 376 other orgs in IL with NTEE prefix A6.
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.
What's driving this score
- Comp-to-revenue ratio of 10.0% 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.