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
52
Score
Governance
55
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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 5.7% | 52 | Fragile | Stable Watch | |
| 2022 | — | — | 4.4% | 53 | Fragile | Recovery | |
| 2021 | — | — | 7.0% | 46 | Financially Distressed | Decline Risk | |
| 2020 | — | — | 5.6% | 50 | Fragile | Recovery | |
| 2019 | — | — | 9.1% | 46 | Fragile | Decline Risk | |
| 2018 | — | — | 6.3% | 50 | Fragile | Stable Watch | |
| 2017 | — | — | 6.4% | 50 | Fragile | Stable Watch | |
| 2016 | — | — | 6.0% | 50 | Fragile | Recovery | |
| 2015 | — | — | 6.3% | 40 | Financially Distressed | Recovery | |
| 2014 | — | — | 6.3% | 40 | Financially Distressed | Decline Risk | |
| 2013 | — | — | 6.8% | 40 | Financially Distressed | Decline Risk | |
| 2012 | — | — | 6.8% | 44 | Financially Distressed | Stable Watch | |
| 2011 | — | — | 4.3% | 45 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JEAN NEWTON | Executive Director | 3.2% of Rev | ||
| BEVIN LEMERE | Treasurer | 2.5% of Rev | ||
| RODD BERRO | CHAIRMAN | — | ||
| JOEL BRIETKOPF | Board President | — | ||
| HOLLY TANG | Treasurer | — | ||
| NANCY GOODMAN | Secretary | — | ||
| SUSAN ACCETTA | Board Member | — | ||
| SCOTT AUSTER | Board Member | — | ||
| MARY LYNN BIANCO | Board Member | — | ||
| JOHN BOTTOMLEY | Board Member | — | ||
| MARINA BURKE | Board Member | — | ||
| JUDITH CHANG | Board Member | — | ||
| GABE GALANSKI | Board Member | — | ||
| VICTOR GOLDSMITH | Board Member | — | ||
| ROBERT HEATH | Board Member | — | ||
| CLAUDIA HUESTON | Board Member | — | ||
| NANCY IVES | Board Member | — | ||
| ANDREA MERANDA | Board Member | — | ||
| TONY SMITH | Board Member | — | ||
| ANDREA TABER | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JEAN NEWTON | Executive Director | 2.9% of Rev | ||
| BEVIN LEMERE | Treasurer | 2.2% of Rev | ||
| RODD BERRO | CHAIRMAN | — | ||
| JOEL BRIETKOPF | Board President | — | ||
| PAUL FARFEL | Treasurer | — | ||
| NANCY GOODMAN | Secretary | — | ||
| SUSAN ACCETTA | Board Member | — | ||
| MARY LYNN BIANCO | Board Member | — | ||
| JOHN BOTTOMLEY | Board Member | — | ||
| MARINA BURKE | Board Member | — | ||
| SCOTT AUSTER | Board Member | — | ||
| VICTOR GOLDSMITH | Board Member | — | ||
| ROBERT HEATH | Board Member | — | ||
| ANDREA MERANDA | Board Member | — | ||
| TONY SMITH | Board Member | — | ||
| ANDREA TABER | Board Member | — | ||
| KESTER WILKENING | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JEAN NEWTON | Executive Director | 3.2% of Rev | ||
| MACK CUNNINGHAM | CHIEF OPS. OFFICER, THRU DEC. 2020 | 2.4% of Rev | ||
| RODD BERRO | CHAIRMAN | — | ||
| JOEL BRIETKOPF | Board President | — | ||
| LAURENCE KEISER ESQ CPA | Board President | — | ||
| PAUL FARFEL | Treasurer | — | ||
| NANCY GOODMAN | Secretary | — | ||
| MO BELER | Board Member | — | ||
| MARY LYNN BIANCO | Board Member | — | ||
| JOHN BOTTOMLEY | Board Member | — | ||
| MARINA BURKE | Board Member | — | ||
| CARMEN FORTE | Board Member | — | ||
| VICTOR GOLDSMITH | Board Member | — | ||
| FRAN HAUSER | Board Member | — | ||
| ROBERT HEATH | Board Member | — | ||
| ANDREA MERANDA | Board Member | — | ||
| TONY SMITH | Board Member | — | ||
| ANDREA TABER | Board Member | — | ||
| KESTER WILKENING | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JEAN NEWTON | Executive Director | 3.3% of Rev | ||
| LISA SANDAGATA | DIR. OF OUTREACH, MUSIC THERAPY SVCS. | 3.0% of Rev | ||
| MACK CUNNINGHAM | CHIEF OPERATING OFFICER | 2.4% of Rev | ||
| RODD BERRO | CHAIRMAN | — | ||
| JOEL BRIETKOPF | Board President | — | ||
| LAURENCE KEISER ESQ CPA | Board President | — | ||
| PAUL FARFEL | Treasurer | — | ||
| NANCY GOODMAN | Secretary | — | ||
| GARY E BASHIAN | Board Member | — | ||
| MO BELER | Board Member | — | ||
| MARY LYNN BIANCO | Board Member | — | ||
| JOHN BOTTOMLEY | Board Member | — | ||
| CARMEN FORTE | Board Member | — | ||
| VICTOR GOLDSMITH | Board Member | — | ||
| ANGELO GRASSO | Board Member | — | ||
| FRAN HAUSER | Board Member | — | ||
| ROBERT HEATH | Board Member | — | ||
| ALEXANDER JOHNSON | Board Member | — | ||
| ANDREA MERANDA | Board Member | — | ||
| TONY SMITH | Board Member | — | ||
| ANDREA TABER | 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
55 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
52 / 100
Developing
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 1,226 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 5.7% 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.