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 |
|---|---|---|---|---|---|---|---|
| 2023 | Hidden | Hidden | — | 41 | Financially Distressed | Decline Risk | |
| 2022 | — | — | — | 45 | Fragile | Recovery | |
| 2021 | — | — | — | 19 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | — | 25 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | — | 45 | Fragile | Stable Watch | |
| 2018 | — | — | — | 47 | Fragile | Recovery | |
| 2017 | — | — | — | 41 | Financially Distressed | Stable Watch | |
| 2016 | — | — | — | 41 | Financially Distressed | Decline Risk | |
| 2015 | — | — | — | 47 | Fragile | Stable Watch | |
| 2014 | — | — | — | 47 | Fragile | Recovery | |
| 2013 | — | — | — | 41 | Fragile | Decline Risk | |
| 2012 | — | — | — | 45 | Fragile | Recovery | |
| 2011 | — | — | — | 28 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| THOMAS DEMPSEY | Board President | Hidden | ||
| ISABEL DEMPSEY | Treasurer | Hidden | ||
| STEPHEN TOURLENTES | Secretary | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| THOMAS DEMPSEY | Board President | — | ||
| ISABEL DEMPSEY | Treasurer | — | ||
| STEPHEN TOURLENTES | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| THOMAS DEMPSEY | Board President | — | ||
| ISABEL DEMPSEY | Treasurer | — | ||
| STEPHEN TOURLENTES | Secretary | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 54 other orgs in MA with NTEE prefix A2.
Most-divergent component: program score sits 25 points below the peer median (5 vs. 30).
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 45 → 41 over 5 years (declining by 4 points).
What's driving this score
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
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.