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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | — | 45 | Fragile | Stable Watch | |
| 2022 | — | — | — | 41 | Fragile | Recovery | |
| 2021 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | — | 25 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | — | 45 | Fragile | Recovery | |
| 2018 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 39 | Fragile | Stable Watch | |
| 2015 | — | — | — | 39 | Fragile | Decline Risk | |
| 2014 | — | — | — | 41 | Fragile | Recovery | |
| 2013 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 37 | Fragile | Recovery | |
| 2011 | — | — | — | 33 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANDREW CUROE | Secretary | — | ||
| LEONARD GAYESKI | Treasurer | — | ||
| JOHN HALE | CO-CHAIRMAN | — | ||
| KRISTAN HALE | CO-CHAIRMAN | — | ||
| SUZANNE REA | CO-CHAIRMAN | — | ||
| TONY REA | CO-CHAIRMAN | — | ||
| MAUREEN SOENS | MEMBERSHIP C | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANDREW CUROE | Secretary | — | ||
| LEONARD GAYESKI | Treasurer | — | ||
| JOHN HALE | CO-CHAIRMAN | — | ||
| KRISTAN HALE | CO-CHAIRMAN | — | ||
| SUZANNE REA | CO-CHAIRMAN | — | ||
| TONY REA | CO-CHAIRMAN | — | ||
| MAUREEN SOENS | MEMBERSHIP C | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GERARD ANDREA | Secretary | — | ||
| LEONARD GAYESKI | Treasurer | — | ||
| JOHN HALE | CO-CHAIRMAN | — | ||
| KRISTAN HALE | CO-CHAIRMAN | — | ||
| SUZANNE REA | CO-CHAIRMAN | — | ||
| TONY REA | CO-CHAIRMAN | — | ||
| MAUREEN SOENS | MEMBERSHIP C | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KRISTAN HALE | Board Member | — | ||
| SUZANNE REA | Board Member | — | ||
| GERARD ANDREE | Secretary | — | ||
| JOHN HALE | CHAIRMAN | — | ||
| MARK J NAPOLITANO | Treasurer | — | ||
| TONY REA | CHAIRMAN | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 15 other orgs in MI with NTEE prefix A1.
Most-divergent component: financial score sits 9 points below the peer median (50 vs. 59).
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
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- Net assets declined for 3 consecutive years of deficit spending; cash runway narrowing.
What would change this score
The two changes that would most improve this score:
- Stabilize program expenses or grow earned-income revenue to break the consecutive-deficit pattern (~8 points to financial score).
Improving governance is a board decision. These are the levers.