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 | — | — | 44.0% | 39 | Governance-Stressed | Recovery | |
| 2022 | — | — | — | 22 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 197.4% | 17 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 81.0% | 23 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | — | 35 | Financially Distressed | Decline Risk | |
| 2017 | — | — | — | 37 | Financially Distressed | Decline Risk | |
| 2016 | — | — | — | 35 | Financially Distressed | Decline Risk | |
| 2015 | — | — | — | 39 | Fragile | Recovery | |
| 2014 | — | — | 47.9% | 38 | Governance-Stressed | Recovery | |
| 2013 | — | — | 43.9% | 30 | Critical Intervention Needed | Gov Risk | |
| 2012 | — | — | 49.8% | 34 | Critical Intervention Needed | Gov Risk |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BONNIE MARRANCA | Secretary | 44.0% of Rev | ||
| CLAIRE MONTGOMERY | Board President | — | ||
| SUSAN QUASHA | Treasurer | — | ||
| JOHN JESURUN | Board Member | — | ||
| ROBERT WILSON | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BONNIE MARRANCA | Secretary | 44.0% of Rev | ||
| CLAIRE MONTGOMERY | Board President | — | ||
| SUSAN QUASHA | Treasurer | — | ||
| JOHN JESURUN | Board Member | — | ||
| ROBERT WILSON | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BONNIE MARRANCA | Secretary | 46.3% of Rev | ||
| CLAIRE MONTGOMERY | Board President | — | ||
| SUSAN QUASHA | Treasurer | — | ||
| JOHN JESURUN | Board Member | — | ||
| ROBERT WILSON | 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 24 points above the peer median (55 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
- Comp-to-revenue ratio of 44.0% is well above the sector's 90th percentile (healthy band: 18–22%).
- Two consecutive years of deficit spending.
What would change this score
The two changes that would most improve this score:
- Reduce top-officer compensation from 44.0% to under 22% of revenue — would move governance score by ~40 points.
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
Improving governance is a board decision. These are the levers.