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 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | — | 65 | Stable | Stable Watch | |
| 2022 | — | — | — | 50 | Fragile | Decline Risk | |
| 2021 | — | — | — | 44 | Fragile | Decline Risk | |
| 2020 | — | — | — | 62 | Stable | Stable Watch | |
| 2019 | — | — | — | 47 | Fragile | Recovery | |
| 2018 | — | — | — | 47 | Fragile | Decline Risk | |
| 2017 | — | — | — | 47 | Fragile | Recovery | |
| 2016 | — | — | — | 43 | Fragile | Stable Watch | |
| 2015 | — | — | — | 47 | Fragile | Decline Risk | |
| 2014 | — | — | — | 47 | Fragile | Decline Risk | |
| 2013 | — | — | — | 57 | Fragile | Recovery | |
| 2012 | — | — | — | 51 | Fragile | Recovery | |
| 2011 | — | — | — | 43 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LES TRAUB | Board President | — | ||
| LEWIS WILKENFELD | Board President | — | ||
| CHARLES BERGMAN | Treasurer | — | ||
| KRISTI HOLDEN | Secretary | — | ||
| DARYL ARCHIBALD | Board Member | — | ||
| EILEEN BARNETT | Board Member | — | ||
| PATRICK BELLER | Board Member | — | ||
| LIZLE COLE | Board Member | — | ||
| MELISSA FAHN | Board Member | — | ||
| STUART FINE | Board Member | — | ||
| NEIL NEWMAN | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LES TRAUB | CHAIRMAN | — | ||
| EILEEN BARNETT | Board Member | — | ||
| RICHARD SCHRAIER | Board Member | — | ||
| LEWIS WILKENFELD | Board Member | — | ||
| CHARLES BERGMAN | Board Member | — | ||
| STUART FINE | Board Member | — | ||
| KRISTI HOLDEN | Board Member | — | ||
| NEIL NEWMAN | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LES TRAUB | CHAIRMAN | — | ||
| EILEEN BARNETT | Board Member | — | ||
| RICHARD SCHRAIER | Board Member | — | ||
| LEWIS WILKENFELD | Board Member | — | ||
| CHARLES BERGMAN | Board Member | — | ||
| ALAN WESTON | Board Member | — | ||
| STUART FINE | Board Member | — | ||
| KRISTI HOLDEN | Board Member | — | ||
| NEIL NEWMAN | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LES TRAUB | CHAIRMAN | — | ||
| EILEEN BARNETT | Board Member | — | ||
| RICHARD SCHRAIER | Board Member | — | ||
| LEWIS WILKENFELD | Board Member | — | ||
| CHARLES BERGMAN | Board Member | — | ||
| ALAN WESTON | Board Member | — | ||
| STUART FINE | Board Member | — | ||
| KRISTI HOLDEN | Board Member | — | ||
| NEIL NEWMAN | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LES TRAUB | CHAIRMAN | — | ||
| EILEEN BARNETT | Board Member | — | ||
| RICHARD SCHRAIER | Board Member | — | ||
| LEWIS WILKENFELD | Board Member | — | ||
| CHARLES BERGMAN | Board Member | — | ||
| ALAN WESTON | Board Member | — | ||
| STUART FINE | Board Member | — | ||
| KRISTI HOLDEN | Board Member | — | ||
| NEIL NEWMAN | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 1,424 other orgs in CA with NTEE prefix A6.
Most-divergent component: financial score sits 47 points above the peer median (100 vs. 53).
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.