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
55
Score
Governance
58
Score
Financial
50
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 | 4.0% | 55 | Fragile | Stable Watch | |
| 2022 | — | — | 5.0% | 54 | Fragile | Recovery | |
| 2021 | — | — | 8.4% | 46 | Financially Distressed | Decline Risk | |
| 2020 | — | — | 8.9% | 50 | Fragile | Recovery | |
| 2019 | — | — | 16.8% | 37 | Financially Distressed | Decline Risk | |
| 2018 | — | — | 21.9% | 41 | Fragile | Recovery | |
| 2017 | — | — | 22.8% | 37 | Financially Distressed | Stable Watch | |
| 2016 | — | — | 23.3% | 33 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 47 | Fragile | Recovery | |
| 2014 | — | — | — | 41 | Financially Distressed | Decline Risk | |
| 2013 | — | — | — | 43 | Financially Distressed | Decline Risk | |
| 2012 | — | — | — | 47 | Financially Distressed | Decline Risk | |
| 2011 | — | — | — | 51 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MINO LORA | Artistic Director | 5.1% of Rev | ||
| ROBERT BRASWELL | Board Member | 4.6% of Rev | ||
| ZAHIRA PEREZ | Board President | — | ||
| KEVIN THURMAN | Board President | — | ||
| HIRAM MIGUEL ARNAUD | Treasurer | — | ||
| MELANIE WUONG | Secretary | — | ||
| PHILLIP BETTENCOURT | Board Member | — | ||
| MONICA HIDALGO | Board Member | — | ||
| DEBORAH KATZNELSON | Board Member | — | ||
| CINDY CAPLAN | Board Member | — | ||
| TANYA BIRL-TORRES | Board Member | — | ||
| JOSE MORALES | Board Member | — | ||
| RENATA SCHIAVO | Board Member | — | ||
| RENATA WOROB | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MINO LORA | Artistic Director | 4.0% of Rev | ||
| ZAHIRA PEREZ | Board President | — | ||
| KEVIN THURMAN | Board President | — | ||
| HIRAM MIGUEL ARNAUD | Treasurer | — | ||
| DEBORAH KATZNELSON | Secretary | — | ||
| MARIA BATLLE | Board Member | — | ||
| MONICA HIDALGO | Board Member | — | ||
| MELANIE WUONG | Board Member | — | ||
| CINDY CAPLAN | Board Member | — | ||
| TANYA BIRL-TORRES | Board Member | — | ||
| JOSE MORALES | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MINO LORA | Executive Director | 2.5% of Rev | ||
| SARINA PRABASI | Board President | — | ||
| KEVIN THURMAN | Board President | — | ||
| HIRAM MIGUEL ARNAUD | Treasurer | — | ||
| DEBORAH KATZNELSON | Secretary | — | ||
| ZAHIRA PEREZ | Board Member | — | ||
| YANI LOPEZ-SOUZA | Board Member | — | ||
| JOSEPH HACHE | Board Member | — | ||
| CINDY CAPLAN | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MINO LORA | Executive Director | 3.1% of Rev | ||
| ROBERT BRASWELL | Board Member | 2.7% of Rev | ||
| SARINA PRABASI | Board President | — | ||
| KEVIN THURMAN | Board President | — | ||
| HIRAM MIGUEL ARNAUD | Treasurer | — | ||
| DEBORAH KATZNELSON | Secretary | — | ||
| KENNETH BRODER | Board Member | — | ||
| EJIM DIKE | Board Member | — | ||
| JOSEPH HACHE | Board Member | — | ||
| PEDRO RODRIGUEZ | Board Member | — | ||
| YANI LOPEZ-SOUZA | Board Member | — | ||
| ZAHIRA PEREZ | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MINO LORA | Executive Director | 2.9% of Rev | ||
| ROBERT BRASWELL | Board Member | 2.4% of Rev | ||
| JOSEPH HACHE | Board President | — | ||
| HIRAM MIGUEL ARNAUD | Board President | — | ||
| AMELIA VICINI | Treasurer | — | ||
| DEBORAH KATZNELSON | Secretary | — | ||
| MARIA GRATEROL | Board Member | — | ||
| SARINA PRABASI | Board Member | — | ||
| KEVIN THURMAN | Board Member | — | ||
| PEDRO RODRIGUEZ | Board Member | — | ||
| OZ RODRIGUEZ | Board Member | — | ||
| EJIM DIKE | 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
50 / 100
weight 40%
Governance risk
58 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
55 / 100
Developing
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.
What's driving this score
- Comp-to-revenue ratio of 4.0% sits within the sector's healthy band (18–22%).
- Two consecutive years of deficit spending.
What would change this score
The two changes that would most improve this score:
- Stabilize program expenses or grow earned-income revenue to break the consecutive-deficit pattern (~8 points to financial score).
Improving governance is a board decision. These are the levers.