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 |
|---|---|---|---|---|---|---|---|
| 2017 | — | — | — | 42 | Fragile | Recovery | |
| 2016 | — | — | — | 19 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 19 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 19 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 19 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 19 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 25 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2017
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | 9,708.7% of Rev |
Tax year 2016
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | 12.0% of Rev |
Tax year 2015
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | 6.8% of Rev |
Tax year 2014
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | 19.6% of Rev |
Tax year 2013
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | 270.8% of Rev |
Tax year 2012
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | 478.2% of Rev |
Tax year 2011
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | 1,379.2% of Rev |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 830 other orgs in CA with NTEE prefix A6.
Most-divergent component: financial score sits 47 points above the peer median (80 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 19 → 42 over 5 years (improving by 23 points). A multi-year directional move of this magnitude is a signal worth investigating.
What's driving this score
- Comp-to-revenue ratio of 0.0% 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.