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 | Hidden | Hidden | 9.0% | 45 | Fragile | Recovery | |
| 2022 | — | — | — | 36 | Governance-Stressed | Gov Risk | |
| 2021 | — | — | 48.8% | 31 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 20.2% | 46 | Fragile | Recovery | |
| 2019 | — | — | 22.1% | 44 | Fragile | Recovery | |
| 2018 | — | — | — | 41 | Fragile | Stable Watch | |
| 2017 | — | — | — | 43 | Fragile | Recovery | |
| 2016 | — | — | — | 37 | Fragile | Decline Risk | |
| 2015 | — | — | — | 47 | Fragile | Recovery | |
| 2014 | — | — | — | 25 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 37 | Fragile | Recovery | |
| 2012 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 51 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Felipe Tristan | Board Member | 9.0% of Rev | ||
| Claire Bernard | Board Member | — | ||
| Stephen Painter Jr | Treasurer | — | ||
| Jenn Forese | Board Member | — | ||
| James Du | Board Member | — | ||
| Elias Ortiz | Board Member | — | ||
| Matthew Fontana | Board President | — | ||
| Morris Barrett | Board Member | — | ||
| Carlos Camposeco | Board Member | — | ||
| Alex Somer | Secretary | — | ||
| Jill Jefferson | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Nicholas Armstrong | Artistic Director | 14.9% of Rev | ||
| Felipe Tristan | Board Member | 1.5% of Rev | ||
| Stephen Painter Jr | Treasurer | — | ||
| Matthew Fontana | Board Member | — | ||
| David Biko | Board Member | — | ||
| Carlos Camposeco | Board Member | — | ||
| Alex Somer | Secretary | — | ||
| Jill Jefferson | Board Member | — | ||
| Jenn Forese | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Nicholas Armstrong | Artistic Director | 16.4% of Rev | ||
| Stephen Painter Jr | Treasurer | — | ||
| Morris Barrett | Board Member | — | ||
| Nishan Bhaumik | Board Member | — | ||
| Carlos Camposeco | Board Member | — | ||
| Stephanie Greig | Board Members | — | ||
| Jill Jefferson | Board Member | — | ||
| Alex Kale | Board President | — | ||
| Jill Belli | Secretary | — | ||
| Jenn Forese | Board Member | — | ||
| Sarah Mckittrick Sethi | Board Member | — | ||
| Felipe Tristan | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Nicholas Armstrong | Artistic Director | 22.4% of Rev | ||
| Sarah Mckittrick Sethi | Board Member | — | ||
| Felipe Tristan | Board Member | — | ||
| Stephen Painter Jr | Treasurer | — | ||
| Jim Russo | Board Member | — | ||
| Morris Barrett | Board Member | — | ||
| Nishan Bhaumik | Board Member | — | ||
| Carlos Camposeco | Board Member | — | ||
| Stephanie Greig | Board Members | — | ||
| Jill Jefferson | Board Member | — | ||
| Alex Kale | Board President | — | ||
| Jill Belli | Secretary | — | ||
| Jenn Forese | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 700 other orgs in NY with NTEE prefix A6.
Most-divergent component: financial score sits 24 points above the peer median (55 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 9.0% 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.