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 | — | — | 2.5% | 55 | Fragile | Stable Watch | |
| 2022 | — | — | 0.6% | 55 | Fragile | Recovery | |
| 2021 | — | — | 1.9% | 49 | Fragile | Recovery | |
| 2020 | — | — | 14.8% | 38 | Financially Distressed | Decline Risk | |
| 2019 | — | — | 2.3% | 45 | Financially Distressed | Decline Risk | |
| 2018 | — | — | 2.9% | 45 | Financially Distressed | Decline Risk | |
| 2017 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 4.5% | 49 | Fragile | Gov Risk | |
| 2015 | — | — | — | 42 | Governance-Stressed | Gov Risk | |
| 2014 | — | — | 12.4% | 42 | Governance-Stressed | Gov Risk | |
| 2013 | — | — | 17.9% | 36 | Governance-Stressed | Gov Risk | |
| 2012 | — | — | 0.8% | 55 | Fragile | Recovery | |
| 2011 | — | — | 0.6% | 53 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHAEL INTAGLIETTA | Executive Director | 2.4% of Rev | ||
| TAMMY REYES | Board President | — | ||
| LEIGH ANN BENZ | Secretary | — | ||
| JOHN MCGRAW | Treasurer | — | ||
| COLIN LEONARD | Board President | — | ||
| RUTHNIE ANGRAND | Board Member | — | ||
| SAM BARBER | Board Member | — | ||
| STEVE CASE | Board Member | — | ||
| ISABELLE HARRIS | Board Member | — | ||
| RYLAND HEAGERTY | Board Member | — | ||
| NIKITA JANKOWSKI | Board Member | — | ||
| BEN LARSEN | Board Member | — | ||
| AMANDA LEE | Board Member | — | ||
| WILLIS MAHONEY | Board Member | — | ||
| ANNETTE PETERS | Board Member | — | ||
| ROBBY RIGGS | Board Member | — | ||
| KIMILY TORILLO | Board Member | — | ||
| ERIC VINAL | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHAEL INTAGLIETTA | Executive Director | 2.3% of Rev | ||
| ANDY BREUER | Board President | — | ||
| KRISTY BRIGHTMAN | Secretary | — | ||
| TAMMY REYES | Treasurer | — | ||
| COLIN LEONARD | Board President | — | ||
| RUTHNIE ANGRAND | Board Member | — | ||
| LEIGH ANN BOATMAN BENZ | Board Member | — | ||
| GUY VAN BAALEN | Board Member | — | ||
| ISABELLE HARRIS | Board Member | — | ||
| ANNETTE PETERS | Board Member | — | ||
| KIMILY TORILLO | Board Member | — | ||
| STEVE CASE | Board Member | — | ||
| BEN LARSEN | Board Member | — | ||
| JOHN MCGRAW | Board Member | — | ||
| ERIC VINAL | Board Member | — | ||
| WILLS MAHONEY | Board Member | — | ||
| AMANDA LEE | Board Member | — | ||
| ROBBY RIGGS | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHAEL INTAGLIETTA | Executive Director | 2.2% of Rev | ||
| ANDY BREUER | Board President | — | ||
| KRISTY BRIGHTMAN | Secretary | — | ||
| TAMMY REYES | Treasurer | — | ||
| COLIN LEONARD | Board President | — | ||
| RUTHNIE ANGRAND | Board Member | — | ||
| LEIGH ANN BOATMAN BENZ | Board Member | — | ||
| GUY VAN BAALEN | Board Member | — | ||
| WILLIAM FISHER | Board Member | — | ||
| ISABELLE HARRIS | Board Member | — | ||
| ANNETTE PETERS | Board Member | — | ||
| KIMILY TORILLO | Board Member | — | ||
| STEVE CASE | Board Member | — | ||
| BEN LARSEN | Board Member | — | ||
| JOHN MCGRAW | Board Member | — | ||
| ERIC VINAL | 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 2.5% 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.