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 | — | — | 7.6% | 44 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 0.5% | 55 | Fragile | Recovery | |
| 2021 | — | — | 5.9% | 45 | Fragile | Recovery | |
| 2020 | — | — | — | 40 | Fragile | Recovery | |
| 2019 | — | — | 2.5% | 34 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 35 | Fragile | Recovery | |
| 2017 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 37 | Fragile | Recovery | |
| 2014 | — | — | — | 25 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 29 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | — | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Mia Katigbak | Board Member | 7.6% of Rev | ||
| Richard Eng | Board President | — | ||
| William P Steele | Treasurer | — | ||
| Eric Achacoso | Secretary | — | ||
| Lani Kennedy | Board Member | — | ||
| Suzette Porte | Board Member | — | ||
| Jennifer Moon | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Mia Katigbak | Board Member | 1.3% of Rev | ||
| Richard Eng | Chairman | — | ||
| William P Steele | Treasurer | — | ||
| Eric Achacoso | Secretary | — | ||
| Lani Kennedy | Board Member | — | ||
| Suzette Porte | Board Member | — | ||
| Larry Schafer | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Richard Eng | Board President | — | ||
| William P Steele | Treasurer | — | ||
| Eric Achacoso | Secretary | — | ||
| Mia Katigbak | Board Member | — | ||
| Lani Kennedy | Board Member | — | ||
| Suzette Porte | Board Member | — | ||
| Larry Schafer | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Richard Eng | Board President | — | ||
| William P Steele | Treasurer | — | ||
| Eric Achacoso | Secretary | — | ||
| Mia Katigbak | Board Member | — | ||
| Lani Kennedy | Board Member | — | ||
| Suzette Porte | Board Member | — | ||
| Larry Schafer | 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: 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 7.6% 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.