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
54
Score
Governance
55
Score
Financial
50
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
Financial Era
Governance Era
Trajectory Era
Institutional Maturation
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 8.6% | 54 | Fragile | Stable Watch | |
| 2022 | — | — | 6.7% | 54 | Fragile | Stable Watch | |
| 2021 | — | — | 9.3% | 54 | Fragile | Recovery | |
| 2020 | — | — | 12.6% | 44 | Financially Distressed | Decline Risk | |
| 2019 | — | — | 14.3% | 46 | Financially Distressed | Decline Risk | |
| 2018 | — | — | 12.6% | 48 | Fragile | Recovery | |
| 2017 | — | — | 13.5% | 47 | Fragile | Gov Risk | |
| 2016 | — | — | 9.7% | 52 | Fragile | Gov Risk | |
| 2015 | — | — | 8.3% | 52 | Fragile | Recovery | |
| 2014 | — | — | 17.0% | 40 | Critical Intervention Needed | Gov Risk | |
| 2013 | — | — | 21.1% | 40 | Critical Intervention Needed | Gov Risk | |
| 2012 | — | — | 4.2% | 55 | Fragile | Stable Watch | |
| 2011 | — | — | 7.5% | 54 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| AARON SHERER | EXECUTIVE DI | 5.4% of Rev | ||
| DORIS PEITZ | BUSINESS MAN | 2.3% of Rev | ||
| VICTOR ALATORRE | Board Member | — | ||
| JACK BERMINGHAM | Board Member | — | ||
| COLLEEN BIES | Board Member | — | ||
| TRISHA CASTLE | Board Member | — | ||
| SAM COLEMAN | Board Member | — | ||
| ANNIE EIDEN | VICE PRESIDE | — | ||
| JOE FRANZOI | Secretary | — | ||
| LAKEISHA HAASE | Board Member | — | ||
| JASON HIRSCHBERG | AT LARGE | — | ||
| JOHN J HOGERTY | Board Member | — | ||
| AMANDA IZQUIERDO | Board Member | — | ||
| TIFFANY KALDAS | Board Member | — | ||
| MEGHANN KASPER | Treasurer | — | ||
| CARLA KELLY | Board Member | — | ||
| MEGAN LANG | Board Member | — | ||
| COURTNEY LASKY | AT LARGE | — | ||
| WESTON RADFORD | Board Member | — | ||
| AMY SITTER | Board Member | — | ||
| ELIZABETH SMITH | Board Member | — | ||
| PIERCE SMITH | Board President | — | ||
| SUSAN STEARNS | Board Member | — | ||
| TOM TAGGART | Board Member | — | ||
| STEVE THOMA | Board Member | — | ||
| PEG WACHTEL | Board Member | — | ||
| TRINA WOLDT | PAST PRESIDE | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| AARON SHERER | Executive Director | 5.0% of Rev | ||
| DORIS PEITZ | BUSINESS MANAGER | 2.1% of Rev | ||
| TRINA WOLDT | Board President | — | ||
| PIERCE SMITH | Board President | — | ||
| GERALD STADTMUELLER | Board President | — | ||
| MEGHANN KASPER | Treasurer | — | ||
| SCOTT WILLMOTT | Treasurer | — | ||
| ANNIE EIDEN | Secretary | — | ||
| MICHAEL CASTLE | Secretary | — | ||
| COURTNEY LASKY | Board Member | — | ||
| DAVID OMACHINSKI | Board Member | — | ||
| JASON HIRSCHBERG | Board Member | — | ||
| JOE FRANZOI | Board Member | — | ||
| MEGAN LANG | Board Member | — | ||
| PEG WACHTEL | Board Member | — | ||
| STEVE THOMA | Board Member | — | ||
| SUSAN STEARNS | Board Member | — | ||
| THOMAS PETRI | Board Member | — | ||
| TRISHA CASTLE | Board Member | — | ||
| WESTON RADFORD | Board Member | — | ||
| VICTOR ALATORRE | Board Member | — | ||
| COLLEEN BIES | Board Member | — | ||
| LAKEISHA HAASE | Board Member | — | ||
| AMANDA IZQUIERDO | Board Member | — | ||
| TOM TAGGART | Board Member | — | ||
| CATHERINE LUTHER | Board Member | — | ||
| WILLA FORNETTI-BELL | Board Member | — | ||
| ANTOINETTE BRINKMAN | Board Member | — | ||
| RANDY S SCHMIEDEL | Board Member | — | ||
| STEPHANIE GEURTS | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| AARON SHERER | Executive Director | 4.7% of Rev | ||
| DORIS PEITZ | BUSINESS MANAGER | 2.0% of Rev | ||
| GERALD STADTMUELLER | Board President | — | ||
| TRINA WOLDT | Board President | — | ||
| MICHAEL CASTLE | Secretary | — | ||
| SCOTT WILMOTT | Treasurer | — | ||
| CATHERINE LUTHER | Board President | — | ||
| JOE FRANZOI | Board Member | — | ||
| COURTNEY LASKY | Board Member | — | ||
| ANTOINETTE BRINKMAN | Board Member | — | ||
| THOMAS R COOPER | Board Member | — | ||
| ALLEN DAVIS | Board Member | — | ||
| ANNIE EIDEN | Board Member | — | ||
| DAVE ELLIOT | Board Member | — | ||
| JENNA GOLEM | Board Member | — | ||
| JASON HIRSCHBERG | Board Member | — | ||
| DAVID OMACHINSKI | Board Member | — | ||
| TOM PETRI | Board Member | — | ||
| MEGAN LANG | Board Member | — | ||
| RANDY S SCHMIEDEL | Board Member | — | ||
| DEBBIE CORTINA | Board Member | — | ||
| STEVE THOMA | Board Member | — | ||
| MARGARET WACHTEL | Board Member | — | ||
| DAVID WILLEFORD | Board Member | — | ||
| WESTON RADFORD | Board Member | — | ||
| SUSAN STEARNS | Board Member | — | ||
| PIERCE SMITH | 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
50 / 100
weight 40%
Governance risk
55 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
54 / 100
Developing
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 10 other orgs in WI with NTEE prefix A5.
Most-divergent component: financial score sits 26 points above the peer median (50 vs. 24).
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 8.6% 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.