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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 4.0% | 49 | Fragile | Decline Risk | |
| 2022 | — | — | 3.7% | 49 | Fragile | Decline Risk | |
| 2021 | — | — | 0.7% | 53 | Fragile | Recovery | |
| 2020 | — | — | 6.8% | 44 | Fragile | Decline Risk | |
| 2019 | — | — | 2.8% | 49 | Fragile | Decline Risk | |
| 2018 | — | — | 0.4% | 53 | Fragile | Recovery | |
| 2017 | — | — | 2.7% | 35 | Financially Distressed | Decline Risk | |
| 2016 | — | — | 1.1% | 35 | Financially Distressed | Decline Risk | |
| 2015 | — | — | 4.0% | 35 | Financially Distressed | Decline Risk | |
| 2014 | — | — | 4.6% | 35 | Financially Distressed | Stable Watch | |
| 2013 | — | — | 4.2% | 35 | Financially Distressed | Recovery | |
| 2012 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 31 | Critical Intervention Needed | Stable Watch | |
| 2010 | — | — | — | 33 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PHILLIP VAN EMBDEN | CHAIRMAN | — | ||
| ROBERT CONNER | VICE CHAIRMA | — | ||
| JIM COOK JR | Treasurer | — | ||
| LOIS ANN WEINER | Secretary | — | ||
| BLAISE MENZONI | Board Member | — | ||
| LARRY DEPALMA | Board Member | — | ||
| LAUREN VAN EMBDEN | Board Member | — | ||
| MELODY JONES | Board Member | — | ||
| AMI SCHMITZ | Board Member | — | ||
| JOHN TISA | Board Member | — | ||
| CARLOS ANDUJAR JR | Board Member | — | ||
| RICHARD CURCIO | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| AMANDA DEANGELIS | Board Member | 3.9% of Rev | ||
| PHILLIP VAN EMBDEN | CHAIRMAN | — | ||
| ROBERT CONNER | VICE CHAIRMAN | — | ||
| KEVIN REED | Treasurer | — | ||
| LOIS ANN WEINER | Secretary | — | ||
| BLAISE MENZONI | Board Member | — | ||
| LARRY DEPALMA | Board Member | — | ||
| JOHN SORANTINO | Board Member | — | ||
| JIM COOK JR | Board Member | — | ||
| LAUREN VAN EMBDEN | Board Member | — | ||
| CARLOS ANDUJAR JR | Board Member | — | ||
| MELODY JONES | Board Member | — | ||
| DENA ANDREWS | Board Member | — | ||
| JOHN TISA | Board Member | — | ||
| RICHARD CURCIO | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| AMANDA DEANGELIS | Board Member | 0.7% of Rev | ||
| PHILLIP VAN EMBDEN | CHAIRMAN | — | ||
| ROBERT CONNER | VICE CHAIRMAN | — | ||
| KEVIN REED | Treasurer | — | ||
| LOIS ANN WEINER | Secretary | — | ||
| BLAISE MENZONI | Board Member | — | ||
| LARRY DEPALMA | Board Member | — | ||
| JOHN SORANTINO | Board Member | — | ||
| JIM COOK JR | Board Member | — | ||
| LAUREN VAN EMBDEN | Board Member | — | ||
| CARLOS ANDUJAR JR | Board Member | — | ||
| MELODY JONES | Board Member | — | ||
| DENA ANDREWS | Board Member | — | ||
| JOHN TISA | Board Member | — | ||
| RICHARD CURCIO | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| AMANDA DEANGELIS | Board Member | 1.8% of Rev | ||
| PHILLIP VAN EMBDEN | CHAIRMAN | — | ||
| ROBERT CONNER | VICE CHAIRMAN | — | ||
| KEVIN REED | Treasurer | — | ||
| LOIS ANN WEINER | Secretary | — | ||
| BLAISE MENZONI | Board Member | — | ||
| LARRY DEPALMA | Board Member | — | ||
| MATTHEW ROBINSON | Board Member | — | ||
| JOHN SORANTINO | Board Member | — | ||
| JIM COOK JR | Board Member | — | ||
| LAUREN VAN EMBDEN | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 4 other orgs in NJ with NTEE prefix A9.
Most-divergent component: program score sits 54 points above the peer median (60 vs. 6).
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 4.0% 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.