Governance Lag
Governance Lag
Market
Archetype
Mechanical
Natural
Tier
Priority Review
Trajectory Thumbprint
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.
The Scaffold
Institutional Health Scores
5-yr trend: Governance Lag ↑
Overall
29
Score
Governance
42
Score
Financial
25
Score
Program
30
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
Financial Era
Governance Era
Trajectory Era
Governance Lag
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 34.9% | 29 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 35.6% | 27 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 71.2% | 13 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 38.6% | 30 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | — | 25 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | — | 33 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 24.6% | 33 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 37 | Financially Distressed | Decline Risk | |
| 2014 | — | — | — | 47 | Fragile | Recovery | |
| 2013 | — | — | — | 37 | Fragile | Recovery | |
| 2012 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | — | 23 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| David Recca | Artistic Director | 20.5% of Rev | ||
| Susan Landis | Operations Associate | 7.8% of Rev | ||
| Andrea Lodge | Rehearsal Accompianist | 6.1% of Rev | ||
| Aizhan Soltanova | Conducting Fellow | 3.7% of Rev | ||
| Sara Yood | Board President | — | ||
| Emma Dickson | Board President | — | ||
| Nora Thomson | Secretary | — | ||
| Charles Mills | Treasurer | — | ||
| Lewis Teel | Board Member | — | ||
| Julie Heller | Board Member | — | ||
| Kieran Walters | Board President | — | ||
| Juan Jose Marzal Fernandez | Associate Conductor | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| David Recca | Artistic Director | 20.5% of Rev | ||
| Susan Landis | Operations Associate | 7.7% of Rev | ||
| Andrea Lodge | Rehearsal Accompianist | 6.8% of Rev | ||
| Sara Yood | Board President | — | ||
| Lewis Teel | Board President | — | ||
| Nora Thomson | Secretary | — | ||
| Charles Mills | Board Member | — | ||
| Emma Dickson | Board Member | — | ||
| Julie Heller | Board President | — | ||
| Kieran Walters | Board President | — | ||
| Juan Jose Marzal Fernandez | Associate Conductor | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| David Recca | Artistic Director | 16.4% of Rev | ||
| Susan Landis | Operations Associate | 7.6% of Rev | ||
| Andrea Lodge | Rehearsal Accompianist | 6.3% of Rev | ||
| Juan Jose Marzal Fernandez | Associate Conductor | 4.3% of Rev | ||
| Sara Yood | Board President | — | ||
| Lewis Teel | Board President | — | ||
| Nora Thomson | Secretary | — | ||
| Charles Mills | Board Member | — | ||
| Emma Dickson | Board Member | — | ||
| Julie Heller | Board President | — | ||
| Kieran Walters | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| David Recca | Artistic Director | 16.4% of Rev | ||
| Susan Landis | Operations Associate | 4.3% of Rev | ||
| Andrea Lodge | Rehearsal Accompianist | 3.2% of Rev | ||
| Laura Barger | Rehearsal Pianist | 2.7% of Rev | ||
| Sara Yood | Board President | — | ||
| Lewis Teel | Board President | — | ||
| Nora Thomson | Secretary | — | ||
| Charles Mills | Board Member | — | ||
| Emma Dickson | Board Member | — | ||
| Craig Chu | Board President | — | ||
| Julie Heller | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Dustin Francis | Artistic Director | 16.4% of Rev | ||
| Laura Barger | Rehearsal Accompianist | 5.9% of Rev | ||
| Lewis Teel | Board President | — | ||
| Sara Yood | Board President | — | ||
| James Longo | Secretary | — | ||
| Charles Mills | Board Member | — | ||
| Nora Thomson | Board Member | — | ||
| Craig Chu | Board President | — | ||
| Laura King | Board Member | — | ||
| Julie Heller | Board President | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
25 / 100
weight 40%
Governance risk
42 / 100
weight 40%
Program scale
30 / 100
weight 20%
Overall
29 / 100
Priority Review
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: governance score sits 8 points below the peer median (42 vs. 50).
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 34.9% is above the 90th percentile for orgs of this size (healthy band: 18–22%).
- 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:
- Reduce top-officer compensation from 34.9% to under 22% of revenue — would move governance score by ~26 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.