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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 5.8% | 48 | Fragile | Decline Risk | |
| 2022 | — | — | 9.2% | 50 | Fragile | Recovery | |
| 2021 | — | — | 7.6% | 48 | Fragile | Recovery | |
| 2020 | — | — | 9.9% | 36 | Financially Distressed | Decline Risk | |
| 2019 | — | — | 5.2% | 42 | Fragile | Recovery | |
| 2018 | — | — | 3.2% | 37 | Financially Distressed | Stable Watch | |
| 2017 | — | — | 6.9% | 36 | Financially Distressed | Recovery | |
| 2016 | — | — | 8.0% | 34 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 12.8% | 32 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | 8.8% | 36 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ERIN MUIRHEAD MCCARTY | Executive Director | Hidden | ||
| PRISCILLA SANVILLE | Board President | — | ||
| NICOLA WILLIAMS | Board President | — | ||
| SELVIN CHAMBERS | Board President | — | ||
| ALAN SCHWARTZ | Treasurer | — | ||
| KENNETH WILLIAMS | Secretary | — | ||
| SANA GHAFOOR MD | Board Member | — | ||
| CHRISTOPHER HASTINGS | Board Member | — | ||
| DAVID ODO PHD | Board Member | — | ||
| SUSAN RICHARDS | Board Member | — | ||
| TELMA SALVADOR | Board Member | — | ||
| ELENA STONE PHD | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ERYN JOHNSON | Executive Director | Hidden | ||
| ERYN L JOHNSON | Executive Director | Hidden | ||
| ERIN MUIRHEAD MCCARTY | Executive Director | Hidden | ||
| SUSAN RICHARDS | Board President | — | ||
| SELVIN CHAMBERS | Board President | — | ||
| ALAN SCHWARTZ | Treasurer | — | ||
| SEJAL PATEL | Secretary | — | ||
| TELMA SALVADOR | Board Member | — | ||
| PRISCILLA SANVILLE | Board Member | — | ||
| NICOLA WILLIAMS | Board Member | — | ||
| SUSAN RICHARDS | Board President | — | ||
| SELVIN CHAMBERS | Board President | — | ||
| ALAN SCHWARTZ | Treasurer | — | ||
| SEJAL PATEL | Secretary | — | ||
| TELMA SALVADOR | Board Member | — | ||
| PRISCILLA SANVILLE | Board Member | — | ||
| NICOLA WILLIAMS | Board Member | — | ||
| CHRIS HASTINGS | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Fewer than 3 peers found in MA for this NTEE subcategory; peer comparison would not be statistically meaningful.
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 6.3% sits within the sector's healthy band (18–22%).
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.