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 | Hidden | Hidden | — | 57 | Fragile | Recovery | |
| 2022 | — | — | — | 48 | Fragile | Recovery | |
| 2021 | Hidden | Hidden | — | 41 | Fragile | Recovery | |
| 2020 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | — | 47 | Fragile | Recovery | |
| 2018 | — | — | — | 43 | Financially Distressed | Stable Watch | |
| 2017 | — | — | — | 43 | Financially Distressed | Stable Watch | |
| 2016 | — | — | — | 43 | Financially Distressed | Decline Risk | |
| 2015 | — | — | — | 47 | Fragile | Recovery | |
| 2014 | — | — | — | 43 | Financially Distressed | Decline Risk | |
| 2013 | — | — | — | 47 | Fragile | Stable Watch | |
| 2012 | — | — | — | 47 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GREG DEW | Executive Director | 25.7% of Rev | ||
| GREG ANDER | MANAGER | — | ||
| DON KEIL | MANAGER | — | ||
| SHEILA LUCAS | MANAGER | — | ||
| TONI WINTERS | MANAGER | — | ||
| PAT HOPPE | MANAGER | — | ||
| HUGH DOUGLAS | MANAGER | — | ||
| MARTY KEIL | Board President | — | ||
| SUSAN RINN | Secretary | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GREG ANDER | MANAGER | — | ||
| CANDI ANDREWS | MANAGER | — | ||
| PAT HOPPE | MANAGER | — | ||
| CRYSTAL JUST | MANAGER | — | ||
| DON KEIL | MANAGER | — | ||
| SHEILA LUCAS | MANAGER | — | ||
| TONI WINTERS | MANAGER | — | ||
| STEPHEN TSCHOEPE | Board President | — | ||
| MARTY KEIL | Board President | — | ||
| SUSAN RINN | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| STEPHEN TSCHOEPE | Board President | — | ||
| PAT HOPPE | MANAGER | — | ||
| DON KEIL | MANAGER | — | ||
| SUSAN RINN | Secretary | — | ||
| TONI WINTERS | MANAGER | — | ||
| MARTY KEIL | Board President | — | ||
| SHEILA LUCAS | MANAGER | — | ||
| HUGH DOUGLAS | MANAGER | — | ||
| GREG ANDER | MANAGER | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 483 other orgs in TX with NTEE prefix A6.
Most-divergent component: governance score sits 25 points below the peer median (50 vs. 75).
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
- Net assets declined for 3 consecutive years of deficit spending; cash runway narrowing.
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.