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 | — | — | 6.2% | 54 | Fragile | Recovery | |
| 2022 | — | — | 12.5% | 52 | Fragile | Decline Risk | |
| 2021 | — | — | 5.7% | 58 | Fragile | Stable Watch | |
| 2020 | — | — | 7.2% | 58 | Fragile | Recovery | |
| 2019 | — | — | 7.2% | 50 | Financially Distressed | Recovery | |
| 2018 | — | — | 17.8% | 49 | Financially Distressed | Decline Risk | |
| 2017 | — | — | 13.5% | 52 | Fragile | Recovery | |
| 2016 | — | — | 25.8% | 50 | Fragile | Gov Risk | |
| 2015 | — | — | — | 42 | Fragile | Decline Risk | |
| 2014 | — | — | 25.7% | 42 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 26.8% | 44 | Critical Intervention Needed | Gov Risk | |
| 2012 | — | — | 31.6% | 46 | Fragile | Gov Risk | |
| 2011 | — | — | 51.0% | 50 | Governance-Stressed | Gov Risk |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CYBELE MAYLONE | Executive Director | Hidden | ||
| AMY SMITH-STEWART | Artistic Director | Hidden | ||
| KRIS HONEYCUTT | Board Member | Hidden | ||
| GINA MELLO | Treasurer | Hidden | ||
| DIANA BOWES | Board President | — | ||
| ANDREW J PITTS | Board President | — | ||
| LINDA M DUGAN | Treasurer | — | ||
| JULIE PHILLIPS | Secretary | — | ||
| AMY PAL | Board Member | — | ||
| CLAUDE K AMADEO | Board Member | — | ||
| ERIC DIEFENBACH | Board Member | — | ||
| GAIL GLUCKMAN | Board Member | — | ||
| KATHRYN STREATOR | Board Member | — | ||
| KRISTINA LARSON | Board Member | — | ||
| MICHAEL JOO | Board Member | — | ||
| NEIL MARCUS | Board Member | — | ||
| PATRICIA KEMP | Board Member | — | ||
| RACHEL CARR GOULDING | Board Member | — | ||
| RUDY SHEPHERD | Board Member | — | ||
| MELINDA CARROLL | Board Member | — | ||
| RACHEL SONDHEIMER | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CYBELE MAYLONE | Executive Director | Hidden | ||
| BETTY WEINER | DRECTOR OF DEVELOPMENT | Hidden | ||
| JACQUELINE DUKE | Treasurer | Hidden | ||
| DIANA BOWES | Board President | — | ||
| ANDREW J PITTS | Board President | — | ||
| LINDA M DUGAN | Treasurer | — | ||
| JULIE PHILLIPS | Secretary | — | ||
| CLAUDE K AMADEO | Board Member | — | ||
| ERIC DIEFENBACH | Board Member | — | ||
| GAIL GLUCKMAN | Board Member | — | ||
| RACHEL CARR GOULDING | Board Member | — | ||
| MICHAEL JOO | Board Member | — | ||
| PATRICIA KEMP | Board Member | — | ||
| KRISTINA LARSON | Board Member | — | ||
| NEIL MARCUS | Board Member | — | ||
| AMY PAL | Board Member | — | ||
| RUDY SHEPHERD | Board Member | — | ||
| KATHRYN STREATOR | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CYBELE MAYLONE | Executive Director | Hidden | ||
| JACQUELINE DUKE | Treasurer | Hidden | ||
| DIANA BOWES | Board President | — | ||
| ANDREW J PITTS | Board President | — | ||
| LINDA M DUGAN | Treasurer | — | ||
| CLAUDE K AMADEO | Secretary | — | ||
| ERIC DIEFENBACH | Board Member | — | ||
| GAIL GLUCKMAN | Board Member | — | ||
| MICHAEL JOO | Board Member | — | ||
| PATRICIA KEMP | Board Member | — | ||
| KRISTINA LARSON | Board Member | — | ||
| NEIL MARCUS | Board Member | — | ||
| AMY PAL | Board Member | — | ||
| JULIE PHILLIPS | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 4 other orgs in CT with NTEE prefix A5.
Most-divergent component: program score sits 14 points above the peer median (60 vs. 46).
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 6.2% sits within the sector's healthy band (18–22%).
What would change this score
No specific high-impact levers identified — this org's score is balanced across components.
Improving governance is a board decision. These are the levers.