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 | — | — | — | 45 | Fragile | Gov Risk | |
| 2022 | — | — | — | 45 | Fragile | Recovery | |
| 2021 | — | — | — | 28 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | — | 20 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | — | 24 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 39.0% | 23 | Critical Intervention Needed | Gov Risk | |
| 2017 | — | — | 19.3% | 33 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | 19.2% | 33 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 23.7% | 33 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 37 | Financially Distressed | Stable Watch | |
| 2012 | — | — | — | 37 | Financially Distressed | Stable Watch | |
| 2011 | — | — | — | 37 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PETER AUTHIER | Board President | — | ||
| PAULETTE LAYTON | Board President | — | ||
| GREG MCLAUGHLIN | Secretary | — | ||
| JILL MAGUIRE | Treasurer | — | ||
| KATHERINE RAY | Board Member | — | ||
| LISA HOBBS | Board Member | — | ||
| BOB BEUTEL | Board Member | — | ||
| PETER AUTHIER | Board President | — | ||
| PAULETTE LAYTON | Treasurer | — | ||
| GREG MCLAUGHLIN | Secretary | — | ||
| JILL MAGUIRE | Treasurer | — | ||
| KATHERINE RAY | Board Member | — | ||
| LISA HOBBS | Board President | — | ||
| RACHEL LEWIS | Board Member | — | ||
| BETH YOUNG | Artistic Director | — | ||
| JENNIFER ENGEL | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PETER AUTHIER | Board President | — | ||
| PAULETTE LAYTON | Board President | — | ||
| GREG MCLAUGHLIN | Secretary | — | ||
| JILL MAGUIRE | Treasurer | — | ||
| KATHERINE RAY | Board Member | — | ||
| LISA HOBBS | Board Member | — | ||
| BOB BEUTEL | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 130 other orgs in CT with NTEE prefix A6.
Most-divergent component: program score sits 32 points above the peer median (60 vs. 28).
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 24 → 45 over 5 years (improving by 21 points). A multi-year directional move of this magnitude is a signal worth investigating.
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.