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 | — | |
| 2023 | Hidden | Hidden | 3.7% | 55 | Fragile | Stable Watch | |
| 2022 | — | — | 5.0% | 54 | Fragile | Recovery | |
| 2021 | — | — | 11.8% | 50 | Fragile | Recovery | |
| 2020 | — | — | 10.6% | 40 | Fragile | Recovery | |
| 2019 | — | — | 7.0% | 40 | Fragile | Recovery | |
| 2018 | — | — | 11.3% | 32 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 5.7% | 34 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 7.2% | 34 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 6.1% | 34 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 6.1% | 34 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 6.8% | 38 | Financially Distressed | Recovery | |
| 2012 | — | — | 7.2% | 34 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 7.8% | 34 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOSEPH P CLIFFORD | Executive Director | Hidden | ||
| SHARON BROWN | Board President | — | ||
| JENNY WILLIAMS | Board President | — | ||
| CHRIS MORIN | Treasurer | — | ||
| ELLEN DIJKMAN DULKES | Secretary | — | ||
| ROXANNE BENZEL | Board Member | — | ||
| CHIP BROWN | Board Member | — | ||
| GEORGE CACCAVARO | Board Member | — | ||
| PAUL CALANDRELLA | Board Member | — | ||
| PAUL COATS | Board Member | — | ||
| DIANNE ESTES | Board Member | — | ||
| KAREN GOLLEGLY | Board Member | — | ||
| MEL HALL | Board Member | — | ||
| PATRICK HAYES | Board Member | — | ||
| JIM LARRICK | Board Member | — | ||
| PATRICIA MORSE | Board Member | — | ||
| SARA PERINE | Board Member | — | ||
| ALLISON POLLARD | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Ann Greenwald | Secretary | — | ||
| George Caccavaro | Board Member | — | ||
| James Larrick | Board Member | — | ||
| Karen Gollegly | Board Member | — | ||
| Pat Morse | Treasurer | — | ||
| Christine Morin | Board President | — | ||
| Ann Munves Malenka | Board Member | — | ||
| Chip Brown | Board Member | — | ||
| Sharon Brown | Board President | — | ||
| Matthew Locker | Board Member | — | ||
| Christopher Adams | Board Member | — | ||
| Dianne Estes | Board Member | — | ||
| Jon Scott | Board Member | — | ||
| Paul Coats | Board Member | — | ||
| Patrick Hayes | Board Member | — | ||
| Ellen Difkman-Dulkes | Board Member | — | ||
| Allison Pollard | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Ann Greenwald | Secretary | — | ||
| Georg Caccavaro | Board Member | — | ||
| Kevin Lane Keller | Board Member | — | ||
| Karen Gollegly | Board Member | — | ||
| Pat Morse | Treasurer | — | ||
| Christine Morin | Board President | — | ||
| Ann Munves Malenka | Board Member | — | ||
| Theresa Tabor | Board Member | — | ||
| Sharon Brown | Board Member | — | ||
| Matthew Locker | Board President | — | ||
| Christopher Adams | Board Member | — | ||
| Dianne Estes | Board Member | — | ||
| Jon Scott | Board Member | — | ||
| Paul Coats | Board Member | — | ||
| Patrick Hayes | Board Member | — | ||
| Ellen Difkman-Dulkes | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Ann Greenwald | Secretary | — | ||
| Georg Caccavaro | Board Member | — | ||
| Kevin Lane Keller | Board Member | — | ||
| Dr Robert Racusin | Board Member | — | ||
| Pat Morse | Treasurer | — | ||
| Christine Morin | Board Member | — | ||
| Ann Munves Malenka | Board President | — | ||
| Kay McCabe | Board Member | — | ||
| Sharon Brown | Board Member | — | ||
| Matthew Locker | Board President | — | ||
| Christopher Adams | Board Member | — | ||
| Dianne Estes | Board Member | — | ||
| Jon Scott | Board Member | — | ||
| Shaun Mulholland | Board Member | — | ||
| Patrick Hayes | Board Member | — | ||
| Ellen Difkman-Dulkes | 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 22 other orgs in NH 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 3.7% 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.