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 | Hidden | Hidden | 1.2% | 45 | Financially Distressed | Recovery | |
| 2022 | — | — | — | 46 | Fragile | Stable Watch | |
| 2021 | — | — | 1.0% | 49 | Fragile | Recovery | |
| 2019 | — | — | 0.4% | 41 | Fragile | Recovery | |
| 2018 | — | — | 5.0% | 27 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 3.3% | 34 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 2.9% | 32 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 5.2% | 30 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 19 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 4.3% | 34 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | — | 19 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 18 | Critical Intervention Needed | Stable Watch | |
| 2010 | — | — | — | 18 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Brenda Brown | Board President | 1.2% of Rev | ||
| Fred Olson | Board President | — | ||
| Bill Luce | Board President | — | ||
| Mike Evans | Secretary | — | ||
| David Rich | Treasurer | — | ||
| Ron Auxier | Board Member | — | ||
| Barb Bielby | Board Member | — | ||
| Cailey Carlson | Board Member | — | ||
| Blair Darnell | Board Member | — | ||
| Tiara Hazelwood | Board Member | — | ||
| Suzanne Kissock | Board Member | — | ||
| Brandon Johnson | Board Member | — | ||
| Mike Pittman | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Andrew Bramlage | Board Member | 0.5% of Rev | ||
| Cailey Carlson | Board Member | 0.5% of Rev | ||
| Robbie | Morton | 0.1% of Rev | ||
| Bill Luce | Board President | — | ||
| Fred | Olson | — | ||
| Kim Fowler | Secretary | — | ||
| Ron Auxier | Board Member | — | ||
| Barb Bielby | Board Member | — | ||
| Brenda Brown | Board Member | — | ||
| Mike Evans | Board Member | — | ||
| Suzanne Kissock | Board Member | — | ||
| Brandon Johnson | Board Member | — | ||
| Mike Pittman | Board Member | — | ||
| David Rich | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Andrew Bramlage | Board President | 0.3% of Rev | ||
| Ron Auxier | Board Member | — | ||
| Barb Bielby | Board Member | — | ||
| Brenda Brown | Board Member | — | ||
| Cailey Carlson | Board Member | — | ||
| Mike Evans | Board Member | — | ||
| Kim Fowler | Secretary | — | ||
| Suzanne Kissock | Board Member | — | ||
| Bill Luce | Board President | — | ||
| Sharon Miller | Board Member | — | ||
| Robbie Morton | Board President | — | ||
| Fred Olson | Treasurer | — | ||
| Keith | Schieber | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 160 other orgs in MO with NTEE prefix A6.
Most-divergent component: program score sits 30 points above the peer median (60 vs. 30).
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 1.2% sits within the sector's healthy band (18–22%).
- Financial resilience score in the bottom quartile — reserves and liabilities ratios warrant review.
What would change this score
The two changes that would most improve this score:
- Build cash reserves to at least 3 months of operating expenses — moves financial resilience score meaningfully (~10 points).
Improving governance is a board decision. These are the levers.