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 | Hidden | Hidden | 3.7% | 49 | Fragile | Recovery | |
| 2022 | — | — | 6.0% | 44 | Fragile | Decline Risk | |
| 2021 | — | — | 9.8% | 48 | Fragile | Recovery | |
| 2020 | — | — | 7.3% | 34 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 7.3% | 34 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | 1.7% | 35 | Financially Distressed | Stable Watch | |
| 2017 | — | — | 2.3% | 35 | Financially Distressed | Stable Watch | |
| 2016 | — | — | 3.1% | 35 | Financially Distressed | Recovery | |
| 2015 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 3.4% | 35 | Financially Distressed | Stable Watch | |
| 2013 | — | — | 3.9% | 35 | Financially Distressed | Recovery | |
| 2012 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 32 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JULIA ELBAUM | Board Member | 3.2% of Rev | ||
| DANNY TAYLOR | GENERAL MANA | 2.6% of Rev | ||
| KEVIN JOHNSON | EXECUTIVE DI | 1.4% of Rev | ||
| STEPHEN P BABOULIS | CHAIRMAN | — | ||
| JOHN BENNETT MD | VICE CHAIRMA | — | ||
| JEFFREY STONE | Treasurer | — | ||
| JAMES BARBA | Board Member | — | ||
| ALAN GOLDBERG | CHAIRMAN EME | — | ||
| WALTER BORISENOK | Board Member | — | ||
| PHILIP CALDERONE | Board Member | — | ||
| THOMAS E D'AMBRA | Board Member | — | ||
| MARK EAGAN | Board Member | — | ||
| GEORGE R HEARST III | Board Member | — | ||
| MARILYN PENDERGAST | Board Member | — | ||
| DOMINICK PURNOMO | Board Member | — | ||
| KATHY M SHEEHAN | Board Member | — | ||
| RANDOLPH F TREECE | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| WILLIAM PISKUTZ | EXECUTIVE DI | 3.0% of Rev | ||
| JULIA ELBAUM | Board Member | 3.0% of Rev | ||
| STEPHEN P BABOULIS | CHAIRMAN | — | ||
| JOHN BENNETT MD | VICE CHAIRMA | — | ||
| JEFFREY STONE | Treasurer | — | ||
| ALAN GOLDBERG | CHAIRMAN EME | — | ||
| WALTER BORISENOK | Board Member | — | ||
| PHILIP CALDERONE | Board Member | — | ||
| THOMAS E D'AMBRA | Board Member | — | ||
| MARK EAGAN | Board Member | — | ||
| GEORGE R HEARST III | Board Member | — | ||
| MARILYN PENDERGAST | Board Member | — | ||
| DOMINICK PURNOMO | Board Member | — | ||
| KATHY M SHEEHAN | Board Member | — | ||
| RANDOLPH F TREECE | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| WILLIAM PISKUTZ | EXECUTIVE DI | 3.2% of Rev | ||
| JULIA ELBAUM | Board Member | 3.0% of Rev | ||
| DANIEL TAYLOR | Board Member | 2.6% of Rev | ||
| SUSAN FOGARTY | EXECUTIVE DI | 2.5% of Rev | ||
| STEPHEN P BABOULIS | CHAIRMAN | — | ||
| JOHN BENNETT MD | VICE CHAIRMA | — | ||
| JEFFREY STONE | Treasurer | — | ||
| ALAN GOLDBERG | CHAIRMAN EME | — | ||
| WALTER BORISENOK | Board Member | — | ||
| PHILIP CALDERONE | Board Member | — | ||
| THOMAS E D'AMBRA | Board Member | — | ||
| MARK EAGAN | Board Member | — | ||
| GEORGE R HEARST III | Board Member | — | ||
| KEVIN O'CONNOR | Board Member | — | ||
| MARILYN PENDERGAST | Board Member | — | ||
| DOMINICK PURNOMO | Board Member | — | ||
| KATHY M SHEEHAN | BOARDMEMBER | — | ||
| RANDOLPH F TREECE | BOARDMEMBER | — |
Score breakdown
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.
Overall score has gone from 34 → 49 over 5 years (improving by 15 points). A multi-year directional move of this magnitude is a signal worth investigating.
What's driving this score
- Comp-to-revenue ratio of 3.7% 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.