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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 42.8% | 33 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 27.3% | 19 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 48.0% | 17 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 17.5% | 33 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | 17.4% | 27 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 23.8% | 16 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 31.7% | 15 | Critical Intervention Needed | Gov Risk | |
| 2016 | — | — | 15.3% | 31 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 18.8% | 20 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 19.9% | 20 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 16.9% | 23 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 10.4% | 35 | Fragile | Recovery | |
| 2011 | — | — | 13.9% | 27 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Sharlyn Sawyer | Executive Dir. | 13.9% of Rev | ||
| Janine Ryle | Board President | — | ||
| Elaine Trotter | Treasurer | — | ||
| Aliah Najmabadi | Secretary | — | ||
| Virginia Grandi | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| NATALIE RUTIEZER | Board Member | 26.5% of Rev | ||
| SHARLYN SAWYER | Executive Director | 16.3% of Rev | ||
| JANINE RYLE | Board President | — | ||
| ELAINE TROTTER | Secretary | — | ||
| VIRGINIA GRANDI | Board Member | — | ||
| KEVIN GREEK PHD | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SHARLYN SAWYER | Executive Director | 18.0% of Rev | ||
| JANINE RYLE | Board President | — | ||
| ELAINE TROTTER | Secretary | — | ||
| VIRGINIA GRANDI | Board Member | — | ||
| KEVIN GREEK PHD | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SHARLYN SAWYER | Executive Director | 13.9% of Rev | ||
| JANINE RYLE | Board President | — | ||
| ELAINE TROTTER | Secretary | — | ||
| VIRGINIA GRANDI | Board Member | — | ||
| KEVIN GREEK PHD | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SHARLYN SAWYER | Executive Director | 10.0% of Rev | ||
| JANINE RYLE | Board President | — | ||
| ELAINE TROTTER | Secretary | — | ||
| VIRGINIA GRANDI | Board Member | — | ||
| KEVIN GREEK PHD | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 829 other orgs in CA 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 42.8% is well above the sector's 90th percentile (healthy band: 18–22%).
- Two consecutive years of deficit spending.
What would change this score
The two changes that would most improve this score:
- Reduce top-officer compensation from 42.8% to under 22% of revenue — would move governance score by ~40 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.