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 |
|---|---|---|---|---|---|---|---|
| 2021 | — | — | 7.1% | 54 | Fragile | Recovery | |
| 2020 | — | — | 6.0% | 40 | Financially Distressed | Recovery | |
| 2019 | — | — | 4.1% | 37 | Financially Distressed | Decline Risk | |
| 2018 | — | — | 7.7% | 38 | Financially Distressed | Decline Risk | |
| 2017 | — | — | 9.8% | 46 | Financially Distressed | Decline Risk | |
| 2016 | — | — | 2.1% | 51 | Fragile | Decline Risk | |
| 2015 | — | — | 3.6% | 55 | Fragile | Stable Watch | |
| 2014 | — | — | 6.7% | 54 | Fragile | Recovery | |
| 2013 | — | — | 2.3% | 53 | Fragile | Recovery | |
| 2012 | — | — | 8.1% | 46 | Fragile | Stable Watch | |
| 2011 | — | — | 5.6% | 46 | Fragile | Stable Watch |
Officer compensation history
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| APRIL JOUSE | CAO | 6.7% of Rev | ||
| MARIA GALE | Board President | — | ||
| ERIC GARDUNO | Board President | — | ||
| MARGO THOMA | Board President | — | ||
| MARISOL A NAVAS SACASA | Secretary | — | ||
| G STERLING ZINSMEYER | Board Member | — | ||
| JOAN Z COHEN | Board Member | — | ||
| DYANNA TAYLOR | Board Member | — | ||
| JACLYN LIBOWITZ | Board Member | — | ||
| DAVID MUCK | Board Member | — | ||
| JAQUELINE FRANK | Board Member | — | ||
| DORIS FRANCIS | Board Member | — | ||
| GAY BLOCK | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 9 other orgs in NM with NTEE prefix A2.
Most-divergent component: program score sits 33 points above the peer median (60 vs. 27).
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.
Overall score has gone from 46 → 54 over 5 years (improving by 8 points).
What's driving this score
- Comp-to-revenue ratio of 7.1% sits within the sector's healthy band (18–22%).
- 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.