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 | — | — | 30.5% | 48 | Governance-Stressed | Recovery | |
| 2023 | Hidden | Hidden | — | 52 | Fragile | Recovery | |
| 2022 | — | — | 44.0% | 29 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 40.8% | 37 | Governance-Stressed | Gov Risk | |
| 2020 | — | — | 34.8% | 42 | Governance-Stressed | Recovery | |
| 2019 | — | — | 34.2% | 42 | Governance-Stressed | Gov Risk | |
| 2018 | — | — | — | 47 | Fragile | Decline Risk | |
| 2017 | — | — | — | 51 | Fragile | Stable Watch | |
| 2016 | — | — | — | 49 | Fragile | Recovery | |
| 2015 | — | — | — | 47 | Fragile | Decline Risk | |
| 2014 | — | — | — | 49 | Fragile | Recovery | |
| 2013 | — | — | — | 47 | Fragile | Stable Watch | |
| 2012 | — | — | — | 47 | Fragile | Decline Risk | |
| 2011 | — | — | — | 53 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ROBERT BALDWIN | Board Member | 17.8% of Rev | ||
| MARTY MCMILLAN | GENERAL MANAGER | 7.5% of Rev | ||
| MARY ANNE PETERSON | LIBRARIAN | 5.1% of Rev | ||
| CHARLOTTE BELL | MARKETING | — | ||
| HILARY COON | GRANTS | — | ||
| DANIELLE DILLON | DONOR SUPPORT | — | ||
| MARIAN FLORENCE | Secretary | — | ||
| RICHARD FOX | Chairman | — | ||
| MASON LUNCEFORD | VIENNA BALL | — | ||
| SEAN RALEIGH | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Robert Baldwin | Board Member | 17.0% of Rev | ||
| Marty McMillan | General Manager | 7.1% of Rev | ||
| Mary Anne Peterson | Librarian | 4.9% of Rev | ||
| Richard Fox | Chairman | — | ||
| Charlotte Bell | Marketing | — | ||
| Hilary Coon | Grants | — | ||
| Margaret Smith | Fund Raising Events | — | ||
| Marian Florence | Secretary | — | ||
| Sean Raleigh | Treasurer | — | ||
| Loraine Brandt | Ticketing | — | ||
| Joyce Mahoney Retired | General Manager | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Robert Baldwin | Board Member | 17.7% of Rev | ||
| Joyce Mahoney Retired | General Manager | 7.2% of Rev | ||
| Mary Anne Peterson | Librarian | 6.1% of Rev | ||
| Richard Fox | Chairman | — | ||
| Charlotte Bell | Marketing | — | ||
| Hilary Coon | Grants | — | ||
| Marty McMillan | General Manager | — | ||
| Margaret Smith | Fund Raising Events | — | ||
| Marian Florence | Secretary | — | ||
| Sean Raleigh | Treasurer | — | ||
| Loraine Brandt | Ticketing | — | ||
| Stephen Hughes | Equipment | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 82 other orgs in UT with NTEE prefix A6.
Most-divergent component: financial score sits 33 points above the peer median (65 vs. 32).
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 30.5% is above the 90th percentile for orgs of this size (healthy band: 18–22%).
What would change this score
The two changes that would most improve this score:
- Reduce top-officer compensation from 30.5% to under 22% of revenue — would move governance score by ~17 points.
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
Improving governance is a board decision. These are the levers.