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 |
|---|---|---|---|---|---|---|---|
| 2022 | — | — | — | 42 | Fragile | Recovery | |
| 2021 | — | — | — | 19 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | — | 24 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 25 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | — | 19 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 37 | Financially Distressed | Recovery | |
| 2014 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 41 | Fragile | Stable Watch | |
| 2012 | — | — | — | 41 | Fragile | Decline Risk | |
| 2011 | — | — | — | 45 | Fragile | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHERYL CHADDICK | Board President | — | ||
| CYNTHIA SHEPHERD | VICE PRESIDE | — | ||
| MARTHA WILKINSON | Secretary | — | ||
| TOM DARILEK | Treasurer | — | ||
| KATIE M HERBERT | Board Member | — | ||
| CAMILLE AYOUB | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHERYL CHADDICK | Board President | — | ||
| CYNTHIA SHEPHERD | VICE PRESIDE | — | ||
| MARTHA WILKINSON | Secretary | — | ||
| TOM DARILEK | Treasurer | — | ||
| KATIE M HERBERT | Board Member | — | ||
| CAMILLE AYOUB | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 133 other orgs in TX with NTEE prefix A6.
Most-divergent component: program score sits 33 points below the peer median (0 vs. 33).
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 25 → 42 over 5 years (improving by 17 points). A multi-year directional move of this magnitude is a signal worth investigating.
What's driving this score
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
What would change this score
No specific high-impact levers identified — this org's score is balanced across components.
Improving governance is a board decision. These are the levers.