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 | — | — | 2.4% | 55 | Fragile | Stable Watch | |
| 2023 | — | — | 2.5% | 55 | Fragile | Stable Watch | |
| 2022 | — | — | 3.2% | 55 | Fragile | Stable Watch | |
| 2021 | — | — | 8.0% | 54 | Fragile | Recovery | |
| 2020 | — | — | 9.1% | 50 | Fragile | Decline Risk | |
| 2019 | — | — | 6.2% | 54 | Fragile | Stable Watch | |
| 2018 | — | — | 2.1% | 55 | Fragile | Recovery | |
| 2017 | — | — | 8.7% | 50 | Fragile | Recovery | |
| 2016 | — | — | 7.7% | 44 | Fragile | Stable Watch | |
| 2015 | — | — | 7.2% | 44 | Fragile | Recovery | |
| 2014 | — | — | 10.9% | 42 | Fragile | Stable Watch | |
| 2013 | — | — | 8.9% | 40 | Fragile | Recovery | |
| 2012 | — | — | 11.3% | 35 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GWENDOLYN WHITESIDE | Artistic Director | 2.4% of Rev | ||
| Editha Rosario-Moore | Board President | — | ||
| KIMBERLEE HEROLD | Board President | — | ||
| MICHAEL LEVINSON | Treasurer | — | ||
| Editha Rosario-Moore | Secretary | — | ||
| MANNY BUCKLEY | Board Member | — | ||
| RAMA RANGANATHAN | Board Member | — | ||
| ERIC BERG | Board Member | — | ||
| CHRISTOPHER MOTOGAWA | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GWENDOLYN WHITESIDE | Artistic Director | 2.2% of Rev | ||
| KEITH A KARLSON | Board President | — | ||
| KIMBERLEE HEROLD | Board President | — | ||
| MICHAEL LEVINSON | Treasurer | — | ||
| DAVID COFFIN | Secretary | — | ||
| MANNY BUCKLEY | Board Member | — | ||
| JEREMY Zednick | Board Member | — | ||
| RAMA RANGANATHAN | Board Member | — | ||
| Editha Rosario-Moore | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GWENDOLYN WHITESIDE | Artistic Director | 2.2% of Rev | ||
| KEITH A KARLSON | Board President | — | ||
| KIMBERLEE HEROLD | Board President | — | ||
| MICHAEL LEVINSON | Treasurer | — | ||
| DAVID COFFIN | Secretary | — | ||
| MANNY BUCKLEY | Board Member | — | ||
| PHIL CALIAN | Board Member | — | ||
| RAMA RANGANATHAN | Board Member | — | ||
| EDITHA ROSARIO | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GWENDOLYN WHITESIDE | Artistic Director | 2.1% of Rev | ||
| KEITH A KARLSON ESQ | Board President | — | ||
| PHIL CALIAN | Board President | — | ||
| MICHAEL LEVINSON | Treasurer | — | ||
| KIMBERLEE HEROLD | Secretary | — | ||
| MANNY BUCKLEY | Board Member | — | ||
| DAVID COFFIN | Board Member | — | ||
| RAMA RANGANATHAN | Board Member | — | ||
| EDITHA ROSARIO | Board Member | — | ||
| KATHY SMITH | Board Member | — | ||
| Michael Weatherspoon | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 376 other orgs in IL 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 2.4% 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.