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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 22.6% | 22 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 21.4% | 22 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 24.3% | 22 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 21.7% | 22 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 29.9% | 29 | Critical Intervention Needed | Gov Risk | |
| 2018 | — | — | 4.9% | 46 | Financially Distressed | Recovery | |
| 2017 | — | — | 5.2% | 45 | Fragile | Decline Risk | |
| 2016 | — | — | 5.0% | 45 | Fragile | Decline Risk | |
| 2015 | — | — | 4.8% | 50 | Fragile | Gov Risk | |
| 2014 | — | — | 3.3% | 52 | Fragile | Stable Watch | |
| 2013 | — | — | 3.6% | 52 | Fragile | Recovery | |
| 2012 | — | — | — | 49 | Fragile | Stable Watch | |
| 2011 | — | — | 2.2% | 52 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DR CYNTHIA BRIDGES | Board President | — | ||
| DR DIANA SIPES | PAST PRESIDE | — | ||
| DR WES MOORE | Board Member | — | ||
| DR ILKA ARAUJO | Board Member | — | ||
| DR TODD MILLER | Board Member | — | ||
| JOE MUNOZ | Board Member | — | ||
| DR CARTER BIGGERS | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DR CYNTHIA BRIDGES | Board President | — | ||
| DR DIANA SIPES | PAST PRESIDE | — | ||
| DR WES MOORE | Board Member | — | ||
| DR ERIC BRANSCOME | Board Member | — | ||
| DR ILKA ARAUJO | Board Member | — | ||
| DR TODD MILLER | Board Member | — | ||
| JOE MUNOZ | Board Member | — | ||
| DR CARTER BIGGERS | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DR JAMES LEE | EXECUTIVE DI | 22.6% of Rev | ||
| DR MAT ROBERSON | Board President | — | ||
| DR DIANA SIPES | Board President | — | ||
| DR ROBERT HANSON | Board Member | — | ||
| DR CYNTHIA BRIDGES | Board Member | — | ||
| DR DAVID SCOTT | Board Member | — | ||
| ROBERT FLOYD | EX OFICIO | — | ||
| DR PAUL SIKES | EX OFICIO | — |
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 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.
What's driving this score
- Comp-to-revenue ratio of 22.6% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- 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.