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
53
Score
Governance
58
Score
Financial
45
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 | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 2.0% | 53 | Fragile | Stable Watch | |
| 2022 | — | — | 1.4% | 53 | Fragile | Stable Watch | |
| 2021 | — | — | 2.3% | 53 | Fragile | Decline Risk | |
| 2020 | — | — | 2.4% | 55 | Fragile | Stable Watch | |
| 2019 | — | — | 2.6% | 55 | Fragile | Recovery | |
| 2018 | — | — | — | 48 | Fragile | Stable Watch | |
| 2017 | — | — | 6.8% | 50 | Fragile | Recovery | |
| 2016 | — | — | 3.7% | 45 | Fragile | Stable Watch | |
| 2015 | — | — | 3.4% | 45 | Fragile | Recovery | |
| 2014 | — | — | 3.3% | 37 | Financially Distressed | Decline Risk | |
| 2013 | — | — | 3.9% | 41 | Financially Distressed | Stable Watch | |
| 2012 | — | — | 3.7% | 41 | Financially Distressed | Recovery | |
| 2011 | — | — | 3.4% | 37 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Mary Fulham | Executive Director | 1.0% of Rev | ||
| Mia Yoo | Artistic Director | 0.8% of Rev | ||
| Frank Carucci | Board President | — | ||
| Joan Rose | Board President | — | ||
| Donald Capoccia | Board President | — | ||
| Richard Pinner | Secretary | — | ||
| Byung Koo Ahn | Board Member | — | ||
| Eugene Chai | Board Member | — | ||
| Jane Friedman | Board Member | — | ||
| Timothy Fulham | Board Member | — | ||
| Matthew Hall | Board Member | — | ||
| Steven Malkenson | Treasurer | — | ||
| Wynn Salisch | Board Member | — | ||
| Luis Ubinas | Board Member | — | ||
| Scott Wittman | Board Member | — | ||
| Joel Zwick | Board Member | — | ||
| Kevin Jennings | Board Member | — | ||
| Jennifer Kruse | Board Member | — | ||
| Rob Laqui | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Mia Yoo | Artistic Director | 1.0% of Rev | ||
| Mary Fulham | Executive Director | 1.0% of Rev | ||
| Frank Carucci | Board President | — | ||
| Joan Rose | Board President | — | ||
| Donald Capoccia | Treasurer | — | ||
| Richard Pinner | Secretary | — | ||
| Byung Koo Ahn | Board Member | — | ||
| Eugene Chai | Board Member | — | ||
| Jane Friedman | Board Member | — | ||
| Timothy Fulham | Board Member | — | ||
| Matthew Hall | Board Member | — | ||
| Steven Malkenson | Board Member | — | ||
| Wynn Salisch | Board Member | — | ||
| Luis Ubinas | Board Member | — | ||
| Scott Wittman | Board Member | — | ||
| Joel Zwick | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Mia Yoo | Artistic Director | 0.9% of Rev | ||
| Mary Fulham | Executive Director | 0.9% of Rev | ||
| Frank Carucci | Board President | — | ||
| Joan Rose | Board President | — | ||
| Donald Capoccia | Treasurer | — | ||
| Richard Pinner | Secretary | — | ||
| Byung Koo Ahn | Board Member | — | ||
| Eugene Chai | Board Member | — | ||
| Jane Friedman | Board Member | — | ||
| Timothy Fulham | Board Member | — | ||
| Matthew Hall | Board Member | — | ||
| Steven Malkenson | Board Member | — | ||
| Wynn Salisch | Board Member | — | ||
| Luis Ubinas | Board Member | — | ||
| Scott Wittman | Board Member | — | ||
| Joel Zwick | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MIA YOO | Artistic Director | 0.9% of Rev | ||
| MARY FULHAM | Board Member | 0.8% of Rev | ||
| FRANK CARUCCI | Board President | — | ||
| JOAN ROSE | Board President | — | ||
| JANE FRIEDMAN | Board Member | — | ||
| DONALD CAPOCCIA | Treasurer | — | ||
| RICHARD PINNER | Secretary | — | ||
| EUGENE CHAI | Board Member | — | ||
| BYUNG KOO AHN | Board Member | — | ||
| WYNN J SALISCH | Board Member | — | ||
| JOEL ZWICK | Board Member | — | ||
| SCOTT WITTMAN | Board Member | — | ||
| JEFF HALEY | Board Member | — | ||
| STEVEN MALKENSON | Board Member | — | ||
| TIMOTHY W FULHAM | Board Member | — | ||
| LUIS A UBINAS | Board Member | — | ||
| MATTHEW HALL | Board Member | — | ||
| JILL HANEKAMP | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MIA YOO | Artistic Director | 0.9% of Rev | ||
| MARY FULHAM | Board Member | 0.8% of Rev | ||
| FRANK CARUCCI | Board President | — | ||
| JOAN ROSE | Board President | — | ||
| JANE FRIEDMAN | Board Member | — | ||
| DONALD CAPOCCIA | Treasurer | — | ||
| RICHARD PINNER | Secretary | — | ||
| EUGENE CHAI | Board Member | — | ||
| BYUNG KOO AHN | Board Member | — | ||
| SARAH LEDERMAN | EDUCATOR | — | ||
| WYNN J SALISCH | Board Member | — | ||
| JOEL ZWICK | Board Member | — | ||
| SCOTT WITTMAN | Board Member | — | ||
| JEFF HALEY | Board Member | — | ||
| STEVEN MALKENSON | Board Member | — | ||
| TIMOTHY W FULHAM | Board Member | — | ||
| LUIS A UBINAS | Board Member | — | ||
| MATTHEW HALL | Board Member | — | ||
| JILL HANEKAMP | 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
45 / 100
weight 40%
Governance risk
58 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
53 / 100
Developing
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 699 other orgs in NY with NTEE prefix A6.
Most-divergent component: program score sits 31 points above the peer median (60 vs. 29).
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 2.0% 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.