Institutional Maturation
Institutional Maturation
Market
Archetype
Mechanical
Natural
Tier
Priority Review
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
40
Score
Governance
58
Score
Financial
15
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 | 5.0% | 40 | Fragile | Stable Watch | |
| 2022 | — | — | 7.5% | 40 | Financially Distressed | Decline Risk | |
| 2021 | — | — | 6.3% | 50 | Fragile | Stable Watch | |
| 2020 | — | — | 5.9% | 50 | Fragile | Recovery | |
| 2019 | — | — | 4.0% | 49 | Fragile | Recovery | |
| 2018 | — | — | — | 42 | Fragile | Recovery | |
| 2017 | — | — | — | 36 | Financially Distressed | Stable Watch | |
| 2016 | — | — | 7.3% | 38 | Financially Distressed | Recovery | |
| 2015 | — | — | 7.4% | 36 | Financially Distressed | Recovery | |
| 2014 | — | — | 13.8% | 29 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 12.1% | 29 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 8.7% | 44 | Fragile | Recovery | |
| 2011 | — | — | 17.3% | 27 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DEBORAH BLOCK | Artistic Director | 5.2% of Rev | ||
| MICHAEL G DONAHUE | Board Member | — | ||
| JEFFREY SORKIN | Board Member | — | ||
| REUBEN WADE | Board Member | — | ||
| BRETT MAPP | Board Member | — | ||
| BRYNA SILVER SCOTT | Board Member | — | ||
| ROBERT DEVER | Board Member | — | ||
| PATRICIA FORCINA | Board Member | — | ||
| J PAUL NICHOLAS | Board Member | — | ||
| TIFFANY NAIMAN | Board Member | — | ||
| DESIREE SALERA | CHAIRMAN | — | ||
| FRAN MURPHY | Treasurer | — | ||
| ALISON EZELL | Secretary | — | ||
| STERLING H JOHNSON | Board President | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DEBORAH BLOCK | Artistic Director | 5.0% of Rev | ||
| MICHAEL G DONAHUE | Board Member | — | ||
| JEFFREY SORKIN | Board Member | — | ||
| REUBEN WADE | Board Member | — | ||
| BRETT MAPP | Board Member | — | ||
| BRYNA SCOTT | Board Member | — | ||
| ROBERT DEVER | Board Member | — | ||
| PATRICIA FORCINA | Board Member | — | ||
| PAUL NICHOLAS | Board Member | — | ||
| TIFFANY NAIMAN | Board Member | — | ||
| DESIREE SALERA | CHAIRMAN | — | ||
| FRAN MURPHY | Treasurer | — | ||
| ALISON EZELL | Secretary | — | ||
| STERLING H JOHNSON | Board President | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DEBORAH BLOCK | Artistic Director | 4.9% of Rev | ||
| MICHAEL G DONAHUE | Board Member | — | ||
| JEFFREY SORKIN | Board Member | — | ||
| REUBEN WADE | Board Member | — | ||
| BRETT MAPP | Board Member | — | ||
| BRYNA SCOTT | Board Member | — | ||
| ROBERT DEVER | Board Member | — | ||
| PATRICIA FORCINA | Board Member | — | ||
| PAUL NICHOLAS | Board Member | — | ||
| DESIREE SALERA | CHAIRMAN | — | ||
| FRAN MURPHY | Treasurer | — | ||
| ALISON EZELL | Secretary | — | ||
| STERLING H JOHNSON | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DEBORAH BLOCK | Artistic Director | 4.9% of Rev | ||
| JEFFREY SORKIN | Board Member | — | ||
| REUBEN WADE | Board Member | — | ||
| BRETT MAPP | Board Member | — | ||
| BRYNA SCOTT | Board Member | — | ||
| DESIREE SALERA | CHAIRMAN | — | ||
| FRAN MURPHY | Treasurer | — | ||
| ALISON EZELL | Secretary | — | ||
| STERLING H JOHNSON | Board President | — | ||
| MICHAEL G DONAHUE | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DEBORAH BLOCK | Artistic Director | 4.5% of Rev | ||
| JEFFREY SORKIN | Board Member | — | ||
| REUBEN WADE | Board Member | — | ||
| BRETT MAPP | Board Member | — | ||
| BETSY OLIPHANT | Board Member | — | ||
| BRYNA SCOTT | Board Member | — | ||
| DESIREE SALERA | CHAIRMAN | — | ||
| FRAN MURPHY | Treasurer | — | ||
| ALISON EZELL | Secretary | — | ||
| STERLING H JOHNSON | Board President | — | ||
| MICHAEL G DONAHUE | 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
15 / 100
weight 40%
Governance risk
58 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
40 / 100
Priority Review
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 5.0% 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.