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 |
|---|---|---|---|---|---|---|---|
| 2023 | Hidden | Hidden | — | 55 | Fragile | Decline Risk | |
| 2022 | — | — | — | 59 | Fragile | Recovery | |
| 2021 | — | — | — | 30 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | — | 40 | Fragile | Recovery | |
| 2019 | — | — | — | 39 | Fragile | Recovery | |
| 2018 | — | — | — | 23 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | — | 25 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 45 | Fragile | Recovery | |
| 2014 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 51 | Fragile | Stable Watch | |
| 2012 | — | — | — | 51 | Fragile | Recovery | |
| 2011 | — | — | — | 35 | Fragile | Stable Watch |
Officer compensation history
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Nancy Flaherty | Board President | — | ||
| Kimberly Wyman | Board President | — | ||
| Lucretia Floyd | Secretary | — | ||
| Hillary Sherman | Treasurer | — | ||
| Robert Shearin | Board Member | — | ||
| Torri Freeman | Board Member | — | ||
| Holly Boatwright | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Nancy Flaherty | Board President | — | ||
| Kimberly Wyman | Board President | — | ||
| Lucretia Floyd | Secretary | — | ||
| Hillary Sherman | Treasurer | — | ||
| Robert Shearin | Board Member | — | ||
| Torri Freeman | Board Member | — | ||
| Holly Boatwright | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 34 other orgs in GA with NTEE prefix A2.
Most-divergent component: financial score sits 54 points above the peer median (90 vs. 36).
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 39 → 55 over 5 years (improving by 16 points). A multi-year directional move of this magnitude is a signal worth investigating.
What's driving this score
- No individual risk drivers stand out. Overall score reflects component balance, not any single signal.
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.