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 | 0.4% | 53 | Fragile | Recovery | |
| 2022 | — | — | 3.0% | 49 | Fragile | Recovery | |
| 2021 | — | — | 3.3% | 35 | Financially Distressed | Recovery | |
| 2014 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 32 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHERYL BYRNE | Executive Director | 3.5% of Rev | ||
| MICHAEL BELL | CHAIRMAN | — | ||
| JAN SKUNDA | VICE CHAIRMAN | — | ||
| JOHN BOGGS | Secretary | — | ||
| JARED LEFEVRE | Treasurer | — | ||
| WILLIAM FOSTER | Board Member | — | ||
| SCOTT FOUGHT | Board Member | — | ||
| JEFFREY MAXIE | Board Member | — | ||
| OLIVIA SUMMONS | Board Member | — | ||
| KELLY O'BOYLE | GENERAL MANAGER | — | ||
| WILLIAM FOSTER | CHAIRMAN | — | ||
| JAN SKUNDA | VICE CHAIRMAN | — | ||
| ADELE JAISON | Treasurer | — | ||
| JOHN BOGGS | Secretary | — | ||
| OLIVIA SUMMONS | Board Member | — | ||
| SCOTT FOUGHT | Board Member | — | ||
| MICHAEL BELL | Board Member | — | ||
| JARED LEFEVRE | Board Member | — | ||
| JEFFREY MAXIE | Board Member | — | ||
| KELLY O'BOYLE | GENERAL MANAGER, BEGIN 11/22 | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DENNIS SANKOVICH | Executive Director | 1.1% of Rev | ||
| STEPHEN HYMAN | Executive Director | 1.0% of Rev | ||
| WILLIAM FOSTER | CHAIRMAN | — | ||
| JAN SKUNDA | VICE CHAIRMAN | — | ||
| ADELE JAISON | Treasurer | — | ||
| OLIVIA SUMMONS | Board Member | — | ||
| JOHN BOGGS | Secretary | — | ||
| SCOTT FOUGHT | Board Member | — | ||
| MICHAEL BELL | Board Member | — | ||
| CHERYL BYRNE | Executive Director | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 212 other orgs in OH with NTEE prefix A6.
Most-divergent component: program score sits 30 points above the peer median (60 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.
What's driving this score
- Comp-to-revenue ratio of 0.4% sits within the sector's healthy band (18–22%).
- 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.