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
Governance Advisory
📋 Compliance Status
Overdue: 192 days
Institutional Epochs
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2023 | — | — | 9.6% | 43 | Fragile | Recovery | |
| 2022 | — | — | 7.8% | 37 | Fragile | Recovery | |
| 2021 | — | — | 10.0% | 35 | Fragile | Recovery | |
| 2020 | — | — | — | 30 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 12.9% | 39 | Fragile | Recovery | |
| 2018 | — | — | 14.2% | 27 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 11.3% | 35 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 15.9% | 25 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 18.6% | 25 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 14.6% | 31 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 14.5% | 27 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 17.9% | 25 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | 16.5% | 33 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| John Flax | Board Member | — | ||
| Craig Hansen | Board Member | — | ||
| Michael Zeilik | Board Member | — | ||
| Dana Chodzko | Board Member | — | ||
| Cris Moore | Board Member | — | ||
| Loie Fecteau | Board Member | — | ||
| Danielle Reddick | Board Member | — | ||
| Mariah Olesen | Board Member | — | ||
| Alex Herrera | Board Member | — | ||
| Ulrike Campbell | Board Member | — | ||
| Jonathan Ashworth | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Ulrike Campbell | Board Member | — | ||
| Jonathan Ashworth | Board Member | — | ||
| John Flax | Board Member | — | ||
| Craig Hansen | Board Member | — | ||
| Michael Zeilik | Board Member | — | ||
| Dana Chodzko | Board Member | — | ||
| Cris Moore | Board Member | — | ||
| Loie Fecteau | Board Member | — | ||
| Danielle Reddick | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Ulrike Campbell | Board Member | — | ||
| Casey Janes | Board Member | — | ||
| John Flax | Board Member | — | ||
| Craig Hansen | Board Member | — | ||
| Michael Zeilik | Board Member | — | ||
| Dana Chodzko | Board Member | — | ||
| Cris Moore | Board Member | — | ||
| Loie Fecteau | Board Member | — | ||
| Danielle Reddick | 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 NM with NTEE prefix A6.
Most-divergent component: governance score sits 8 points above the peer median (55 vs. 47).
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 39 → 43 over 5 years (improving by 4 points).
What's driving this score
- Comp-to-revenue ratio of 9.6% sits within the sector's healthy band (18–22%).
- Net assets declined for 3 consecutive years of deficit spending; cash runway narrowing.
What would change this score
The two changes that would most improve this score:
- Stabilize program expenses or grow earned-income revenue to break the consecutive-deficit pattern (~8 points to financial score).
Improving governance is a board decision. These are the levers.