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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | — | 55 | Fragile | Recovery | |
| 2022 | — | — | — | 42 | Fragile | Recovery | |
| 2021 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | — | 38 | Fragile | Recovery | |
| 2019 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 39 | Fragile | Recovery | |
| 2013 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 45 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CRAIG HANCOCK | Board President | — | ||
| DR NEAL BAILLARGEON | Treasurer | — | ||
| MICHAEL RIVENBURGH | Secretary | — | ||
| MARTIN MCDERMOTT | Board Member | — | ||
| SARAH ELGHANNANI | Board Member | — | ||
| CATHY FIATO | Board Member | — | ||
| JENNIFER CLARK | Board Member | — | ||
| ANDREW HIGGS | Board Member | — | ||
| THOMAS BARBER | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CRAIG HANCOCK | Board President | — | ||
| ERICA BALON | VICE PRESIDE | — | ||
| DR NEAL BAILLARGEON | Treasurer | — | ||
| MICHAEL RIVENBURGH | Secretary | — | ||
| MARTIN MCDERMOTT | Board Member | — | ||
| DAVID MALSAN | Board Member | — | ||
| SARAH ELGHANNANI | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DR NEAL BAILLARGEON | Board President | — | ||
| SARAH ELGHANNANI | Board Member | — | ||
| CRAIG HANCOCK | VICE PRESIDE | — | ||
| DAVE MASLAN | Board Member | — | ||
| MARTIN MCDERMOTT | Board Member | — | ||
| MICHAEL RIVENBURGH | Board Member | — | ||
| LINNEA VANTASSEL | 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 59 points above the peer median (90 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.
What would change this score
The two changes that would most improve this score:
- 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.