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 | — | — | 3.3% | 43 | Fragile | Decline Risk | |
| 2022 | — | — | 3.6% | 45 | Fragile | Recovery | |
| 2021 | — | — | 5.8% | 40 | Fragile | Decline Risk | |
| 2020 | — | — | 10.0% | 44 | Fragile | Recovery | |
| 2019 | — | — | 5.1% | 38 | Financially Distressed | Recovery | |
| 2018 | — | — | 10.4% | 38 | Fragile | Decline Risk | |
| 2017 | — | — | 11.4% | 37 | Fragile | Recovery | |
| 2016 | — | — | 12.8% | 29 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 5.9% | 30 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 11.7% | 31 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 11.3% | 31 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 12.4% | 35 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2010 | — | — | 13.3% | 45 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Ty Marshall Pitoniak | Executive Dir. | 3.7% of Rev | ||
| Kim Allen | Board Member | — | ||
| Patrick Fitzgerald | Board President | — | ||
| PATTY FRANCIS | Board Member | — | ||
| Clinton Brooks | Board Member | — | ||
| Francis Casullo | Board Member | — | ||
| Amy Buggs | Board President | — | ||
| William Schell | Board Member | — | ||
| Andrew Young | Board Member | — | ||
| RUSS REYNOLDS | Board Member | — | ||
| Daniel Merritt | Secretary | — | ||
| Ronald Walsh | Board Member | — | ||
| Jean Wittman | Board Member | — | ||
| PAUL SEMERARO | Board Member | — | ||
| Dianne Higgins | Treasurer | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Ty Marshall Pitoniak | Executive Dir. | 3.4% of Rev | ||
| Kim Allen | Board Member | — | ||
| Patrick Fitzgerald | Chairman | — | ||
| Liz Arnold | Board Member | — | ||
| Clinton Brooks | Vice Chairman | — | ||
| Francis Casullo | Board Member | — | ||
| Amy Buggs | Board Member | — | ||
| William Schell | Board Member | — | ||
| Andrew Young | Board Member | — | ||
| Stephanie Koslowski | Board Member | — | ||
| Daniel Merritt | Secretary | — | ||
| Ronald Walsh | Board Member | — | ||
| Jean Wittman | Board Member | — | ||
| Joseph Johnson | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Ty Marshall Pitoniak | Executive Dir. | 3.1% of Rev | ||
| Patricia Francis | Chairman | — | ||
| Page Anderson | Treasurer | — | ||
| James Hopkins | Board Member | — | ||
| Clinton Brooks | Board Member | — | ||
| Francis Casullo | Board Member | — | ||
| Anne Culp | Board President | — | ||
| Mike Eves | Board Member | — | ||
| Dianne Dubois Higgins | Secretary | — | ||
| Stephanie Koslowski | Board Member | — | ||
| Daniel Merritt | Board Member | — | ||
| Ronald Walsh | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 146 other orgs in NY with NTEE prefix A2.
Most-divergent component: program score sits 29 points above the peer median (60 vs. 31).
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 3.3% 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.