The Hollow Shell
What does this mean?
A 10-year slow bleed. Revenue shrinks slightly every year, board size shrinks to the legal minimum, and the organization slowly burns assets to pay a single administrator.
The Path Forward
The Seed
Forces the ultimate reckoning. It requires the board to either secure massive transformative funding immediately or begin the legal process of dissolving to preserve whatever assets remain.
Title
Representative Institutions
Institutional Epochs
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2023 | — | — | — | 16 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 49.5% | 35 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 30.4% | 40 | Governance-Stressed | Recovery | |
| 2020 | — | — | 21.9% | 38 | Financially Distressed | Decline Risk | |
| 2019 | — | — | — | 47 | Financially Distressed | Stable Watch | |
| 2018 | — | — | — | 47 | Financially Distressed | Stable Watch | |
| 2017 | — | — | — | 47 | Financially Distressed | Stable Watch | |
| 2016 | — | — | — | 43 | Financially Distressed | Stable Watch | |
| 2015 | — | — | — | 47 | Fragile | Stable Watch | |
| 2014 | — | — | — | 47 | Fragile | Stable Watch | |
| 2013 | — | — | — | 47 | Fragile | Decline Risk | |
| 2012 | — | — | — | 51 | Fragile | Recovery | |
| 2011 | — | — | — | 43 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CAROL FEILLE D'AVILA | Executive Dir. | 168.4% of Rev | ||
| ELIZABETH NASH | Vice President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CAROL FEILLE D'AVILA | Executive Dir. | 116.2% of Rev | ||
| ELIZABETH NASH | Vice President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CAROL FEILLE D'AVILA | Executive Dir. | 71.3% of Rev | ||
| ELIZABETH NASH | Vice President | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 132 other orgs in TX with NTEE prefix A6.
Most-divergent component: program score sits 28 points below the peer median (5 vs. 33).
5-year trend: The Hollow Shell
A 10-year slow bleed. Revenue shrinks slightly every year, board size shrinks to the legal minimum, and the organization slowly burns assets to pay a single administrator.
Overall score has gone from 47 → 16 over 5 years (declining by 31 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.
- 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:
- Build cash reserves to at least 3 months of operating expenses — moves financial resilience score meaningfully (~10 points).
Improving governance is a board decision. These are the levers.