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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | 22.6% | 42 | Fragile | Gov Risk | |
| 2023 | — | — | — | 43 | Fragile | Recovery | |
| 2021 | — | — | — | 23 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 24.7% | 39 | Fragile | Recovery | |
| 2019 | — | — | — | 37 | Financially Distressed | Recovery | |
| 2018 | — | — | — | 37 | Financially Distressed | Decline Risk | |
| 2017 | — | — | — | 43 | Fragile | Recovery | |
| 2016 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | — | 21 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Emily Wolfram | Executive Director | 22.6% of Rev | ||
| Thomas Webster | Board President | — | ||
| Jill Dostert Wagner | Board President | — | ||
| Connie Jenkins | Treasurer | — | ||
| Gary Fjeldstad | Board Member | — | ||
| Jim Peaco | Board Member | — | ||
| Rob Kohler | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Emily Wolfram | Executive Director | 20.8% of Rev | ||
| Thomas Webster | Board President | — | ||
| Jill Dostert Wagner | Board President | — | ||
| Connie Jenkins | Treasurer | — | ||
| Misty Annala | Secretary | — | ||
| Hannah Hudgins | Board Member | — | ||
| John Zirkle | Board Member | — | ||
| Jim Peaco | Board Member | — | ||
| Nick Spear | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Keern Haslem | Executive Director | 20.8% of Rev | ||
| Tom Webster | Board President | — | ||
| Jill Dostert-Wagner | Board President | — | ||
| Connie Jenkins | Secretary | — | ||
| Larry Gomoll | Treasurer | — | ||
| Alyssa Roggow | Artist Representative | — | ||
| John Zirkle | Board Member | — | ||
| Jim Peaco | Board Member | — | ||
| Misty Annala | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 5 other orgs in MT with NTEE prefix A2.
Most-divergent component: financial score sits 17 points above the peer median (55 vs. 38).
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.
What's driving this score
- Comp-to-revenue ratio of 22.6% is modestly above the sector's healthy band (18–22%) — worth monitoring.
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).
- Reduce top-officer compensation from 22.6% to under 22% of revenue — would move governance score by ~5 points.
Improving governance is a board decision. These are the levers.