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 | — | — | — | 47 | Financially Distressed | Stable Watch | |
| 2022 | — | — | — | 46 | Fragile | Recovery | |
| 2020 | — | — | — | 19 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | — | 23 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ROBERT HALSCH | Treasurer | — | ||
| MARCO HOWINGTON | Board Member | — | ||
| ALBERT DIB | Board Member | — | ||
| PETER HANSON | Board Member | — | ||
| LAWRENCE INSERRA | Board Member | — | ||
| MALACHY WILLIAMS | Board Member | — | ||
| LYNNE ALGRANT | Board President | — | ||
| ED DECKER | Secretary | — | ||
| BRUCE ROSENBERG | Board President | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LYNNE ALGRANT | Board President | — | ||
| ROBERT HALSCH | Treasurer | — | ||
| NINA BACHRACH | Board Member | — | ||
| ED DECKER | Secretary | — | ||
| ALBERT DIB | Board Member | — | ||
| BRUCE ROSENBERG | Board President | — | ||
| PETER HANSON | Board Member | — | ||
| BRYAN HEKEMIAN | Board Member | — | ||
| LAWRENCE INSERRA | Board Member | — | ||
| MALACHY WILLIAMS | Board Member | — | ||
| IHOR SAWCZUK | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 175 other orgs in NJ with NTEE prefix A6.
Most-divergent component: financial score sits 22 points above the peer median (55 vs. 33).
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.
- 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.