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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 8.2% | 54 | Fragile | Recovery | |
| 2022 | — | — | 9.0% | 50 | Fragile | Stable Watch | |
| 2021 | — | — | 8.0% | 50 | Fragile | Recovery | |
| 2020 | — | — | 18.6% | 39 | Fragile | Recovery | |
| 2019 | — | — | 10.9% | 38 | Fragile | Decline Risk | |
| 2018 | — | — | 10.4% | 42 | Fragile | Recovery | |
| 2017 | — | — | 10.2% | 38 | Financially Distressed | Stable Watch | |
| 2016 | — | — | 11.2% | 38 | Financially Distressed | Recovery | |
| 2015 | — | — | 14.4% | 33 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 15.7% | 30 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 17.9% | 22 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 13.2% | 39 | Fragile | Recovery | |
| 2011 | — | — | 11.6% | 35 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Susan Fenley | Executive Director | 7.3% of Rev | ||
| Marjorie Hack | Board President | — | ||
| Mark Giacalone | Treasurer | — | ||
| Phyliss Guglietta | Secretary | — | ||
| Chris Ferrera | Board Member | — | ||
| Lorna Harris | Board Member | — | ||
| Janet Leslie | Board Member | — | ||
| Nicholas Pedersen | Board Member | — | ||
| Alex Tronolone | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Susan Fenley | Executive Director | 7.2% of Rev | ||
| Stephen Fehr | Secretary | 1.0% of Rev | ||
| Marjorie Hack | Board Member | — | ||
| Mark Giacalone | Treasurer | — | ||
| Chris Ferrera | Board Member | — | ||
| Lorna Harris | Board Member | — | ||
| Janet Leslie | Board Member | — | ||
| Alex Tronolone | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Susan Fenley | Executive Director | 7.0% of Rev | ||
| Stephen Fehr | Secretary | 1.4% of Rev | ||
| Amanda Straniere | Board President | — | ||
| Mark Giacalone | Treasurer | — | ||
| Marjorie Hack | Board Member | — | ||
| Lorna Harris | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Susan Fenley | Executive Director | 6.5% of Rev | ||
| Stephen Fehr | Secretary | 1.0% of Rev | ||
| Jeannine Otis | Board Member | 0.6% of Rev | ||
| Marjorie Hack | Board Member | 0.3% of Rev | ||
| Jason Walters | Board President | — | ||
| Mark Giacalone | Treasurer | — | ||
| Lorna Harris | Board Member | — | ||
| Holly Oliveri | Board Member | — | ||
| Amanda Straniere | Board Member | — | ||
| Pablo Vengoechea | Board Member | — |
Score breakdown
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 8.2% 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.