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
46
Score
Governance
55
Score
Financial
30
Score
Program
60
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
2025
Financial Era
Governance Era
Trajectory Era
Institutional Maturation
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | 9.4% | 46 | Financially Distressed | Decline Risk | |
| 2023 | — | — | 9.7% | 54 | Fragile | Stable Watch | |
| 2022 | — | — | 8.6% | 54 | Fragile | Stable Watch | |
| 2021 | — | — | 3.2% | 55 | Fragile | Recovery | |
| 2020 | — | — | 11.3% | 40 | Fragile | Decline Risk | |
| 2019 | — | — | 10.7% | 42 | Fragile | Recovery | |
| 2018 | — | — | 18.6% | 39 | Fragile | Recovery | |
| 2017 | — | — | 19.4% | 29 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 17.1% | 29 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 13.5% | 33 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 16.1% | 39 | Financially Distressed | Decline Risk | |
| 2013 | — | — | 12.2% | 44 | Financially Distressed | Decline Risk | |
| 2012 | — | — | 12.1% | 48 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| RUSSELL JONES | Executive Director | Hidden | ||
| SAM ABERNETHY | Board Member | — | ||
| JULIET H FORRESTER-ALEXANDRE | Board Member | — | ||
| TOMAS HAENDLER | Board Member | — | ||
| JOHN JOVE | Board Member | — | ||
| PEGGY KALTER | Board Member | — | ||
| WILLIAM LEACH | Board Member | — | ||
| KATHERINE MICHELE | Board Member | — | ||
| STEVEN C PARRISH | Board Member | — | ||
| MARILYN PUDER YORK | Board Member | — | ||
| CARL ROSEN | Board Member | — | ||
| CAROL SPINNER | Board Member | — | ||
| DALE TODARO | Board Member | — | ||
| DEBORAH STERN | Board Member | — | ||
| STEPHEN SHYN | Board Member | — | ||
| MARY JO KRAMER | Board Member | — | ||
| ARNOLD RUTKIN | Board Member | — | ||
| MARK KREMHELLER | Board Member | — | ||
| STEPHEN ALPERT | Board President | — | ||
| MICHAEL MAYONE | Treasurer | — | ||
| PENNY YOUNG | Secretary | — | ||
| THOMAS HERBIG | Board President | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| RUSSELL JONES | Executive Director | Hidden | ||
| KEITH REYNOLDS | Board Member | — | ||
| EMMANUEL SAOUNATSOS | Board Member | — | ||
| MARILYN PUDER YORK | Board Member | — | ||
| KATHERINE MICHELE | Board Member | — | ||
| STEVEN C PARRISH | Board Member | — | ||
| CAROL SPINNER | Board Member | — | ||
| JACCARA SMITH | Board Member | — | ||
| STEVE SHYN | Board Member | — | ||
| MARK SMITH | Board Member | — | ||
| DALE TODARO | Board Member | — | ||
| HELENA YOON | Board Member | — | ||
| TOMAS HAENDLER | Board Member | — | ||
| DANIEL JOHNSON | Board Member | — | ||
| JULIET H FORRESTER-ALEXANDRE | Board Member | — | ||
| SAM ABERNETHY | Board Member | — | ||
| PHILIP FARESE | Board Member | — | ||
| JOHN JOVE | Board Member | — | ||
| ALAN MCINTYRE | Board Member | — | ||
| WILLIAM LEACH | Board Member | — | ||
| DANIEL KOHN | Board Member | — | ||
| DR ERIC KUNG | Board Member | — | ||
| STEPHEN ALPERT | Board President | — | ||
| MICHAEL MAYONE | Treasurer | — | ||
| PENNY YOUNG | Secretary | — | ||
| THOMAS HERBIG | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| RUSSELL JONES | Executive Director | Hidden | ||
| STEVEN C PARRISH | Board Member | — | ||
| MARILYN PUDER YORK | Board Member | — | ||
| LINDA MANDEL | Board Member | — | ||
| KATHERINE MICHELE | Board Member | — | ||
| DALE TODARO | Board Member | — | ||
| HELENA YOON | Board Member | — | ||
| CAROL SPINNER | Board Member | — | ||
| KEITH REYNOLDS | Board Member | — | ||
| EMMANUEL SAOUNATSOS | Board Member | — | ||
| WILLIAM LEACH | Board Member | — | ||
| JULIET H FORRESTER | Board Member | — | ||
| TOMAS HAENDLER | Board Member | — | ||
| PHILIP FARESE | Board Member | — | ||
| SAM ABERNETHY | Board Member | — | ||
| NICHOLAS SMITH | Board Member | — | ||
| DANIEL JOHNSON | Board Member | — | ||
| DR ERIC KUNG | Board Member | — | ||
| ANA KREACIC | Board Member | — | ||
| JOHN JOVE | Board Member | — | ||
| DANIEL KOHN | Board Member | — | ||
| PENNY YOUNG | Secretary | — | ||
| STEPHEN ALPERT | Board President | — | ||
| MICHAEL MAYONE | Treasurer | — | ||
| ALAN MCINTYRE | Board President | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
30 / 100
weight 40%
Governance risk
55 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
46 / 100
Developing
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 130 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.
What's driving this score
- Comp-to-revenue ratio of 9.4% 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.