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 | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | — | 51 | Fragile | Recovery | |
| 2022 | — | — | — | 50 | Financially Distressed | Recovery | |
| 2021 | — | — | — | 32 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | — | 35 | Financially Distressed | Recovery | |
| 2015 | — | — | 4.8% | 38 | Financially Distressed | Recovery | |
| 2014 | — | — | — | 51 | Fragile | Stable Watch | |
| 2013 | — | — | — | 47 | Fragile | Recovery | |
| 2012 | — | — | — | 49 | Fragile | Recovery | |
| 2011 | — | — | — | 45 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MEGAN YORK PARKER | Board President | 17.3% of Rev | ||
| JONATHAN COFSKY | Board President | — | ||
| JOHN SMYTH | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MEGAN YORK PARKER | Board President | 3.7% of Rev | ||
| JONATHAN COFSKY | Board President | — | ||
| JOHN SMYTH | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JONATHAN COFSKY | Board President | — | ||
| CORINNE ETIENNE | Treasurer | — | ||
| ROSIE HYMERLING | Board Member | — | ||
| MEGHAN YORK PARKER | Board Member | — | ||
| JONATHAN COFSKY | Board President | — | ||
| CORINNE ETIENNE | Treasurer | — | ||
| ROSIE HYMERLING | Board Member | — | ||
| MEGHAN YORK PARKER | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 165 other orgs in NJ with NTEE prefix A2.
Most-divergent component: governance score sits 25 points below the peer median (50 vs. 75).
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
- Two consecutive years of deficit spending.
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.