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 | — | — | 2.4% | 55 | Fragile | Stable Watch | |
| 2022 | — | — | 3.6% | 55 | Fragile | Recovery | |
| 2021 | — | — | 3.9% | 51 | Fragile | Recovery | |
| 2020 | — | — | 2.5% | 35 | Financially Distressed | Stable Watch | |
| 2019 | — | — | 1.8% | 35 | Financially Distressed | Stable Watch | |
| 2018 | — | — | 5.5% | 34 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 9.6% | 40 | Financially Distressed | Recovery | |
| 2016 | — | — | 8.9% | 30 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 9.2% | 32 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 3.9% | 35 | Financially Distressed | Decline Risk | |
| 2013 | — | — | 4.8% | 41 | Financially Distressed | Recovery | |
| 2012 | — | — | 5.2% | 34 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | 13.3% | 33 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARGARET BULT | Secretary | 2.4% of Rev | ||
| JULIA WIDDOWSON | Board President | — | ||
| NORA ANN WALLACE | Treasurer | — | ||
| SAKORAKO FISHER | Board Member | — | ||
| JANE SCHULAK | Board Member | — | ||
| PETER SVENNILSON | Board Member | — | ||
| JUSTINE KOONS | Board Member | — | ||
| MARIA BELL | Board Member | — | ||
| BERNARD SELZ | Board Member | — | ||
| BEATRICE STERN | Board Member | — | ||
| CINDY SHERMAN | Board Member | — | ||
| REGINA WEINGARTEN | Board Member | — | ||
| ANNE DIAS GRIFFIN | Board Member | — | ||
| DANIELLE FADELL | Board Member | — | ||
| DIANA QUASHA | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARGARET BULT | Treasurer | 2.4% of Rev | ||
| JULIA WIDDOWSON | Board President | — | ||
| NORA ANN WALLACE | Treasurer | — | ||
| SAKORAKO FISHER | Board Member | — | ||
| JANE SCHULAK | Board Member | — | ||
| PETER SVENNILSON | Board Member | — | ||
| JUSTINE KOONS | Board Member | — | ||
| MARIA BELL | Board Member | — | ||
| BERNARD SELZ | Board Member | — | ||
| BEATRICE STERN | Board Member | — | ||
| CINDY SHERMAN | Board Member | — | ||
| REGINA WEINGARTEN | Board Member | — | ||
| ANNE DIAS GRIFFIN | Board Member | — | ||
| DANIELLE FADELL | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 34 other orgs in NY with NTEE prefix A1.
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.
Overall score has gone from 35 → 55 over 5 years (improving by 20 points). A multi-year directional move of this magnitude is a signal worth investigating.
What's driving this score
- Comp-to-revenue ratio of 2.4% 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.