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
54
Score
Governance
55
Score
Financial
50
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 | 7.0% | 54 | Fragile | Stable Watch | |
| 2022 | — | — | 3.1% | 55 | Fragile | Recovery | |
| 2021 | — | — | 8.2% | 52 | Fragile | Recovery | |
| 2020 | — | — | 8.8% | 50 | Fragile | Recovery | |
| 2019 | — | — | 6.5% | 42 | Fragile | Recovery | |
| 2018 | — | — | 3.8% | 37 | Financially Distressed | Recovery | |
| 2017 | — | — | 5.6% | 34 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 5.3% | 34 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 4.8% | 37 | Financially Distressed | Stable Watch | |
| 2014 | — | — | 6.7% | 36 | Financially Distressed | Recovery | |
| 2013 | — | — | 6.5% | 34 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 6.1% | 34 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | 5.9% | 36 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| NICHOLAS ADE | Executive Director | 4.3% of Rev | ||
| CHARLES ALAN HINELINE | DIR OF REPER | 2.7% of Rev | ||
| HUGH ABERMAN | Board Member | — | ||
| JULIE BOWMAN | Board Member | — | ||
| ALEXANDER LANGAN ESQ | Board Member | — | ||
| ADITYA SHARMA MD MBA FACC | Board Member | — | ||
| MATTHEW FOSS | Board President | — | ||
| MIMI GOODLING | Board Member | — | ||
| DONALD GRELL | Secretary | — | ||
| ROBERT HERVEY | Board Member | — | ||
| DANIEL J MADIO II | Board Member | — | ||
| STEVEN H KAUFMAN | Board Member | — | ||
| MATTHEW KRISE | VICE PRESIDE | — | ||
| MORGAN LEITZEL | Treasurer | — | ||
| JYOTI SHARMA MD | Board Member | — | ||
| KRISTEN OLEWINE MILKE | Board Member | — | ||
| DONALD MOWERY | Board Member | — | ||
| GREGORY SCHROEDER | Board Member | — | ||
| MARISSA SHOLLENBERGER | Board Member | — | ||
| TERESA N SLOCOMB | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| NICHOLAS ADE | Executive Director | 2.8% of Rev | ||
| DARLA HOOVER | Artistic Director | 2.4% of Rev | ||
| HUGH ABERMAN | Board Member | — | ||
| ADITYA SHARMA MD MBA FACC | Board Member | — | ||
| MATTHEW FOSS | VICE PRESIDE | — | ||
| MIMI GOODLING | Board Member | — | ||
| DONALD GRELL | Secretary | — | ||
| ROBERT HERVEY | Board Member | — | ||
| DANIEL J MADIO II | Board President | — | ||
| STEVEN H KAUFMAN | Board Member | — | ||
| MATTHEW KRISE | Board Member | — | ||
| MORGAN LOWE | Treasurer | — | ||
| KRISTEN OLEWINE MILKE | Board Member | — | ||
| DONALD MOWERY | Board Member | — | ||
| GREGORY SCHROEDER | Board Member | — | ||
| MARISSA SHOLLENBERGER | Board Member | — | ||
| TERESA N SLOCOMB | Board Member | — | ||
| NEIL WEISSMAN | Board Member | — | ||
| SUSANNA X ZHU | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| NICHOLAS ADE | Executive Director | 2.6% of Rev | ||
| DARLA HOOVER | Artistic Director | 2.5% of Rev | ||
| CHARLES ALAN HINELINE | Artistic Director | 2.4% of Rev | ||
| TERESA N SLOCOMB | Board President | — | ||
| DANIEL J MADIO II | Board President | — | ||
| MORGAN LOWE | Treasurer | — | ||
| DONALD GRELL | Secretary | — | ||
| HANK ABERMAN | Board Member | — | ||
| NEIL WEISSMAN | Board Member | — | ||
| MARISSA J SHOLLENBERGER | Board Member | — | ||
| DONALD MOWERY | Board Member | — | ||
| MATTHEW FOSS | Board Member | — | ||
| ROBERT HERVEY | Board Member | — | ||
| ADITYA SHARMA | Board Member | — | ||
| SUSANNA ZHU | Board Member | — | ||
| MIMI GOODLING | Board Member | — | ||
| GREGORY SCHROEDER | Board Member | — | ||
| STEVEN H KAUFMAN | Board Member | — | ||
| MATT KRISE | Board Member | — | ||
| KRISTEN OLEWINE MILKE | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| NICHOLAS ADE | Executive Director | 3.0% of Rev | ||
| CHARLES ALAN HINELINE | Artistic Director | 2.6% of Rev | ||
| DARLA HOOVER | Artistic Director | 2.4% of Rev | ||
| TERESA N SLOCOMB | Board President | — | ||
| DANIEL J MADIO II | Board President | — | ||
| RANDOLF H AIRES | Treasurer | — | ||
| PATRICIA HIGGINS | Secretary | — | ||
| MORGAN LOWE | Board Member | — | ||
| ADITYA SHARMA | Board Member | — | ||
| NEIL WEISSMAN | Board Member | — | ||
| MARISSA J SHOLLENBERGER | Board Member | — | ||
| DONALD MOWERY | Board Member | — | ||
| MATTHEW FOSS | Board Member | — | ||
| ROBERT HERVEY | Board Member | — | ||
| DONALD GRELL | Board Member | — | ||
| SUSANNA ZHU | Board Member | — | ||
| MIMI GOODLING | Board Member | — | ||
| GREGORY SCHROEDER | Board Member | — | ||
| STEVEN H KAUFMAN | Board Member | — | ||
| HUGH ABERMAN | Board Member | — | ||
| KRISTEN OLEWINE MILKE | 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
50 / 100
weight 40%
Governance risk
55 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
54 / 100
Developing
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 295 other orgs in PA with NTEE prefix A6.
Most-divergent component: program score sits 28 points above the peer median (60 vs. 32).
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 7.0% 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.