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
51
Score
Governance
58
Score
Financial
40
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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 3.6% | 51 | Fragile | Recovery | |
| 2022 | — | — | — | 44 | Financially Distressed | Decline Risk | |
| 2021 | — | — | 4.5% | 55 | Fragile | Recovery | |
| 2020 | — | — | 4.6% | 45 | Fragile | Stable Watch | |
| 2018 | — | — | 7.0% | 44 | Fragile | Recovery | |
| 2017 | — | — | 4.0% | 39 | Financially Distressed | Recovery | |
| 2016 | — | — | 6.8% | 34 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 10.2% | 32 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 14.0% | 32 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TYRON JONES | Artistic Director | 3.7% of Rev | ||
| BETTY IBRAHIM | PLAYWRIGHT IN RES. | 3.3% of Rev | ||
| PENN W GENTHNER | DIR OF DEVELOPMENT | 3.1% of Rev | ||
| PATRICK A BRADFORD | Chairman | — | ||
| DR KAREN JACKSON WEAVER | Board Member | — | ||
| JASON DELANE LEE | Board Member | — | ||
| SUE SUH | Board Member | — | ||
| BRAD BENDER | Treasurer | — | ||
| ETHAN HAWKE | Board Member | — | ||
| TERRI COOPER | Board Member | — | ||
| KELLI Y PAYNE | Board Member | — | ||
| JOSEPH JOHNSON | Board Member | — | ||
| CAROL KAPLAN | Board Member | — | ||
| KARA YOUNG | Board Member | — | ||
| RENEE BEAUMONT | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TYRON JONES | Artistic Director | 3.6% of Rev | ||
| PATRICK A BRADFORD | Chairman | — | ||
| DR KAREN JACKSON WEAVER | Board Member | — | ||
| JASON DELANE LEE | Board Member | — | ||
| SUE SUH | Board Member | — | ||
| BRAD BENDER | Treasurer | — | ||
| ETHAN HAWKE | Board Member | — | ||
| TERRI COOPER | Board Member | — | ||
| KELLI Y PAYNE | Board Member | — | ||
| JOSEPH JOHNSON | Board Member | — | ||
| CAROL KAPLAN | Board Member | — | ||
| KARA YOUNG | Board Member | — | ||
| RENEE BEAUMONT | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANDRE BRAUGHER | Board Member | 3.2% of Rev | ||
| ANDRE BRAUGHER | Board Member | — | ||
| CHRIS GRYMES | Board Member | — | ||
| PATRICK A BRADFORD | Chairman | — | ||
| JASON DELANE LEE | Board Member | — | ||
| SUE SUH | Board Member | — | ||
| BRAD BENDER | Treasurer | — | ||
| ALIYA NELSON | Board Member | — | ||
| TERRI COOPER | Board Member | — | ||
| TY JONES | Artistic Director | — | ||
| JOSEPH JOHNSON | Board Member | — | ||
| CHRIS GRYMES | Board Member | — | ||
| PATRICK A BRADFORD | Chairman | — | ||
| JASON DELANE LEE | Board Member | — | ||
| SUE SUH | Board Member | — | ||
| BRAD BENDER | Treasurer | — | ||
| ALIYA NELSON | Board Member | — | ||
| TERRI COOPER | Board Member | — | ||
| TY JONES | Artistic Director | — | ||
| JOSEPH JOHNSON | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TY JONES | Artistic Director | 2.9% of Rev | ||
| PATRICK A BRADFORD | Chairman | — | ||
| JASON DELANE LEE | Board Member | — | ||
| SUE SUH | Board Member | — | ||
| BRAD BENDER | Treasurer | — | ||
| ALIYA NELSON | Board Member | — | ||
| TERRI COOPER | Board Member | — | ||
| JOSEPH JOHNSON | Board Member | — | ||
| ANDRE BRAUGHER | Board Member | — | ||
| CHRIS GRYMES | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TY JONES | Artistic Director | 2.8% of Rev | ||
| BRAD BENDER | Board Member | — | ||
| RICHARD HABERSHAM | Board Member | — | ||
| PEGGY KING JORDE | Chairman | — | ||
| JASON DELANE LEE | Board Member | — | ||
| SUE SUH | Board Member | — | ||
| GREG MAYS | Treasurer | — | ||
| DR JULIE R BUTLER | Board Member | — | ||
| KWAKU DRISCOLL | Board Member | — | ||
| RAHSAAN HARRIS | Board Member | — | ||
| JOSEPH JOHNSON | Board Member | — | ||
| CHRIS GRYMES | Board Member | — | ||
| ANDRE BRAUGHER | Board Member | — | ||
| PATRICK A BRADFORD | 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
40 / 100
weight 40%
Governance risk
58 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
51 / 100
Developing
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 699 other orgs in NY with NTEE prefix A6.
Most-divergent component: program score sits 31 points above the peer median (60 vs. 29).
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 3.6% 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.