Governance Lag
What does this mean?
Revenue and Program Scale spike rapidly, but the Governance Score remains stagnant. The organization has outgrown its founding era but hasn't installed proper oversight.
The Path Forward
The Scaffold
Brings immediate structural maturity. It represents the necessity of outside, independent oversight to manage new scale, breaking the echo chamber of a founding 'friends and family' board.
Title
Representative Institutions
Institutional Epochs
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | — | — | — | 38 | Financially Distressed | Recovery | |
| 2023 | — | — | — | 27 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | — | 21 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 24 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | — | 40 | Financially Distressed | Recovery | |
| 2019 | — | — | — | 30 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 27 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | — | 19 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | — | 19 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 39 | Financially Distressed | Decline Risk | |
| 2011 | — | — | — | 43 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHAEL LANDY | CHAIRMAN OF THE BOARD | — | ||
| CLAIR BECKMAN | Board Member | — | ||
| WILLIAM COULTER | Board Member | — | ||
| ALEX DMITRIEV | Secretary | — | ||
| SHEILA ANOZIER | Board Member | — | ||
| HUGH GELCH | Treasurer | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHAEL LANDY | Treasurer | — | ||
| CLAIRE BECKMAN | Board President | — | ||
| JONATHAN SHARP | Board Member | — | ||
| CRAIG GRANT | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SALMA QARNAIN | Board Member | — | ||
| MICHAEL LANDY | Treasurer | — | ||
| CLAIRE BECKMAN | Board President | — | ||
| SUSAN BAUGH | Board Member | — | ||
| JONATHAN SHARP | Board Member | — | ||
| CRAIG GRANT | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SALMA SHAW | Board Member | — | ||
| MICHAEL LANDY | Secretary | — | ||
| CLAIRE BECKMAN | Board Member | — | ||
| CRAIG GRANT | Board Member | — | ||
| SUSAN BAUGH | 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: financial score sits 6 points below the peer median (25 vs. 31).
5-year trend: Governance Lag
Revenue and Program Scale spike rapidly, but the Governance Score remains stagnant. The organization has outgrown its founding era but hasn't installed proper oversight.
What's driving this score
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- Two consecutive years of deficit spending.
- Financial resilience score in the bottom quartile — reserves and liabilities ratios warrant review.
What would change this score
The two changes that would most improve this score:
- Build cash reserves to at least 3 months of operating expenses — moves financial resilience score meaningfully (~10 points).
- Stabilize program expenses or grow earned-income revenue to break the consecutive-deficit pattern (~8 points to financial score).
Improving governance is a board decision. These are the levers.