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 | — | — | 4.2% | 55 | Fragile | Recovery | |
| 2022 | — | — | 8.0% | 50 | Fragile | Recovery | |
| 2021 | — | — | 13.5% | 39 | Fragile | Recovery | |
| 2019 | — | — | 11.6% | 31 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 14.7% | 31 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 17.4% | 27 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 13.8% | 35 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 15.1% | 37 | Fragile | Recovery | |
| 2013 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 51 | Fragile | Recovery | |
| 2011 | — | — | — | 43 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Gregory Hancock | Executive Dir. | 4.2% of Rev | ||
| Kirsten Ferger | Chairman | — | ||
| Anindita Sen | Board President | — | ||
| Tuhina Chakrabarti | Secretary | — | ||
| Ivy Heazeltine | Treasurer | — | ||
| Debby Provisor | Board Member | — | ||
| Akin Akinwande | Board Member | — | ||
| Nur Ungan | Board Member | — | ||
| Ross Smith | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Gregory Hancock | Executive Dir. | 4.2% of Rev | ||
| Kirsten Ferger | Chairman | — | ||
| Anindita Sen | Board President | — | ||
| Tuhina Chakrabarti | Secretary | — | ||
| Ivy Heazeltine | Treasurer | — | ||
| Debby Provisor | Board Member | — | ||
| Akin Akinwande | Board Member | — | ||
| Nur Ungan | Board Member | — | ||
| Ross Smith | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GERGORY HANCOCK | Artistic Director | 4.2% of Rev | ||
| KIRSTEN FERGER | Board President | — | ||
| DEBORAH PROVISOR | Board Member | — | ||
| DENISE SALAMIE | Board Member | — | ||
| IVY HEAZELTINE | Treasurer | — | ||
| AKIN AKINWANDE | Board Member | — | ||
| TUHINA CHAKRABARTI | Secretary | — | ||
| ANINDITA SEN | Board President | — | ||
| ROSS SMITH | Board Member | — | ||
| NUR UNGAN | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 120 other orgs in IN with NTEE prefix A6.
Most-divergent component: program score sits 27 points above the peer median (60 vs. 33).
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 4.2% sits within the sector's healthy band (18–22%).
- Net assets declined for 3 consecutive years of deficit spending; cash runway narrowing.
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.