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 |
|---|---|---|---|---|---|---|---|
| 2023 | — | — | 9.4% | 46 | Fragile | Gov Risk | |
| 2022 | — | — | 7.9% | 46 | Fragile | Recovery | |
| 2021 | — | — | 29.1% | 40 | Governance-Stressed | Recovery | |
| 2020 | — | — | 17.2% | 31 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 22.9% | 29 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 19.1% | 27 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | 15.1% | 29 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 15.1% | 29 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 8.3% | 34 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 8.4% | 32 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 10.3% | 29 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 9.7% | 40 | Financially Distressed | Stable Watch | |
| 2011 | — | — | 5.3% | 40 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LISA SANBORN | Artistic Director | Hidden | ||
| CONSTANCE SHIELDS | Board Member | — | ||
| LEONARD RODRIGUEZ | Board Member | — | ||
| COURTNEY MCCARTHY | Board Member | — | ||
| REBECCA KING FERRARO | Board Member | — | ||
| TYLER TUCKER | Board Member | — | ||
| SARAH MARSLAND | Board Member | — | ||
| JEREMY MELLITZ | Board Member | — | ||
| VIRGINIA CHAPMAN | Board Member | — | ||
| SUSAN LAITY | Secretary | — | ||
| DERON BEASLEY | Board Member | — | ||
| MICHAEL MARSLAND | Board Member | — | ||
| PAULA ARMBRUSTER | Board President | — | ||
| MEGAN MURPHY | Board President | — | ||
| JOHN NEWMAN | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LISA SANBORN | Artistic Director | Hidden | ||
| LEONARD RODRIGUEZ | Board Member | — | ||
| COURTNEY MCCARTHY | Board Member | — | ||
| CONSTANCE SHIELDS | Board Member | — | ||
| REBECCA KING FERRARO | Board Member | — | ||
| TYLER TUCKER | Board Member | — | ||
| SARAH MARSLAND | Board Member | — | ||
| JEREMY MELLITZ | Board Member | — | ||
| GINGER CHAPMAN | Board Member | — | ||
| SUSAN LAITY | Secretary | — | ||
| DERON BEASLEY | Board Member | — | ||
| MICHAEL MARSLAND | Board Member | — | ||
| PAULA ARMBRUSTER | Board President | — | ||
| MEGAN MURPHY | Board President | — | ||
| JOHN NEWMAN | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LISA SANBORN | Artistic Director | Hidden | ||
| PAULA ARMBRUSTER | Board President | — | ||
| MEGAN MURPHY | Board President | — | ||
| JOHN NEWMAN | Treasurer | — | ||
| SUSAN LAITY | Secretary | — | ||
| GINGER CHAPMAN | Board Member | — | ||
| MICHAEL MARSLAND | Board Member | — | ||
| BARBARA SEGALOFF | Board Member | — | ||
| JEREMY MELLITZ | Board Member | — | ||
| COURTNEY MCCARTHY | Board Member | — | ||
| LEONARD RODRIGUEZ | Board Member | — | ||
| CONSTANCE SHIELDS | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 131 other orgs in CT with NTEE prefix A6.
Most-divergent component: program score sits 32 points above the peer median (60 vs. 28).
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 29 → 46 over 5 years (improving by 17 points). A multi-year directional move of this magnitude is a signal worth investigating.
What's driving this score
- Comp-to-revenue ratio of 9.4% 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.