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
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 | 9.4% | 46 | Fragile | Recovery | |
| 2022 | — | — | 15.0% | 38 | Financially Distressed | Recovery | |
| 2021 | — | — | 16.4% | 47 | Fragile | Stable Watch | |
| 2020 | — | — | 15.8% | 47 | Fragile | Recovery | |
| 2019 | — | — | — | 42 | Fragile | Stable Watch | |
| 2018 | — | — | — | 42 | Fragile | Recovery | |
| 2017 | — | — | — | 38 | Financially Distressed | Stable Watch | |
| 2016 | — | — | — | 38 | Financially Distressed | Stable Watch | |
| 2015 | — | — | — | 38 | Financially Distressed | Recovery | |
| 2014 | — | — | — | 34 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 38 | Financially Distressed | Recovery | |
| 2012 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | 23.5% | 33 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHELE DE LA REZA | Executive Director | 5.1% of Rev | ||
| PETER KOPE | Artistic Director | 4.5% of Rev | ||
| ANDRES FRANCO | Executive Director | — | ||
| PAUL PURDY | Board President | — | ||
| CHRISTIE SEIBERT SMITH | Board President | — | ||
| VIC DOZZI | Treasurer | — | ||
| ANNA SHABALOV | Secretary | — | ||
| ELLISON BARNES | Board Member | — | ||
| CHEYENNE BUNTAIN | Board Member | — | ||
| STEPHANIE HOOGENDOORN | Board Member | — | ||
| MICHELE PETRUCCELLI | Board Member | — | ||
| DAVID SEMAN | Board Member | — | ||
| NATALEE SMITH | Board Member | — | ||
| RACHEL TONEY | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHELE DE LA REZA | Executive Director | 5.2% of Rev | ||
| PETER KOPE | Artistic Director | 4.1% of Rev | ||
| CHRISTIE SEIBERT SMITH | Board President | — | ||
| PAUL PURDY | Board President | — | ||
| VIC DOZZI | Treasurer | — | ||
| ANNA SHABALOV | Secretary | — | ||
| CHEYENNE BUNTAIN | Board Member | — | ||
| KEVIN HORNER | Board Member | — | ||
| JONATHAN C IAMS | Board Member | — | ||
| MICHELE PETRUCCELLI | Board Member | — | ||
| NATALEE SMITH | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHELE DE LA REZA | Executive Director | 4.6% of Rev | ||
| PETER KOPE | Artistic Director | 3.8% of Rev | ||
| REBECCA HIMBERGER | Executive Director | 2.7% of Rev | ||
| SEAN GRAY | Board Member | — | ||
| D KEVIN HORNER | Board Member | — | ||
| JONATHAN C IAMS | Secretary | — | ||
| TRACY MAHOOD | Board President | — | ||
| MICHELE PETRUCCELLI | Board President | — | ||
| MINDY ROSSI-STABLER | Board Member | — | ||
| ROBIN M RYAN | Treasurer | — | ||
| NATALEE SMITH | Board Member | — | ||
| ANNA SHABALOV | Board Member | — | ||
| CHRISTIE SEIBERT SMITH | Board Member | — | ||
| JENNIFER BONFILI | Board Member | — | ||
| CHEYENNE BUNTAIN | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| REBECCA HIMBERGER | Executive Director | 4.7% of Rev | ||
| MICHELE DE LA REZA | Artistic Director | 3.9% of Rev | ||
| PETER KOPE | Artistic Director | 3.7% of Rev | ||
| SEAN GRAY | Board Member | — | ||
| MONICA HERTZMAN | Board President | — | ||
| D KEVIN HORNER | Board Member | — | ||
| JONATHAN C IAMS | Board Member | — | ||
| TRACY MAHOOD | Board President | — | ||
| MICHELE PETRUCCELLI | Board President | — | ||
| MINDY ROSSI-STABLER | Board Member | — | ||
| ROBIN M RYAN | Treasurer | — | ||
| WILLIAM D SEMINS | Board Member | — | ||
| ANNA SHABALOV | Board Member | — | ||
| CHRISTIE SEIBERT SMITH | Board Member | — | ||
| STEPHEN BONTRAGER | Board Member | — | ||
| KENNETH SPRUILL | Board Member | — | ||
| NANCY SIMPRONIO | Secretary | — | ||
| JENNIFER BONFILI | 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
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 295 other orgs in PA with NTEE prefix A6.
Most-divergent component: program score sits 28 points above the peer median (60 vs. 32).
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.