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 |
|---|---|---|---|---|---|---|---|
| 2019 | — | — | 14.9% | 41 | Fragile | Recovery | |
| 2018 | — | — | — | 21 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 21 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 25 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 25 | Critical Intervention Needed | Stable Watch | |
| 2010 | — | — | — | 25 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ROBERTA WAIN-BECKER | Executive Director | 14.9% of Rev | ||
| CHRISTINA ROSE | Board President | — | ||
| GRACIELA DEL C PERA | Treasurer | — | ||
| MARIA AGUILA | Secretary | — |
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: financial score sits 17 points above the peer median (50 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 29 → 41 over 5 years (improving by 12 points). A multi-year directional move of this magnitude is a signal worth investigating.
What's driving this score
- Comp-to-revenue ratio of 14.9% sits within the sector's healthy band (18–22%).
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.