Steady State
What does this mean?
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
The Path Forward
The Stewardship
Focuses on long-term sustainability and gentle cultivation of existing resources rather than forced expansion. It honors the organization's established role as a reliable anchor.
Title
Representative Institutions
Institutional Epochs
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2023 | — | — | — | 19 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | — | 22 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 30 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | — | 30 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | — | 41 | Fragile | Recovery | |
| 2017 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | — | 23 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 27 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 27 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 27 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 27 | Critical Intervention Needed | Stable Watch | |
| 2010 | — | — | — | 27 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Gary Press | Board President | — | ||
| Mariah Cotrell | Board President | — | ||
| Courtney Daniels | Secretary | — | ||
| Jon Ferrara | Treasurer | — | ||
| Louis Kadetsky | Executive Director | — | ||
| Mark Kadetsky | Board Member | — | ||
| Ben Fong | Board Member | — | ||
| Karen Giubilo | Event Coordinator | — | ||
| Doreen Hambro | Personnel | — | ||
| Cindy Sutton | Fundraising Coordinator | — | ||
| Rachel Barnes | Secretary | — | ||
| Kimmy Spears | Librarian | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Gary Press | Board President | — | ||
| Andy Campanell | Board President | — | ||
| Halivah Shorten | Secretary | — | ||
| Jon Ferrara | Treasurer | — | ||
| Louis Kadetsky | Executive Director | — | ||
| Mark Kadetsky | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Gary Press | Board President | — | ||
| Andy Campanell | Board President | — | ||
| Halivah Shorten | Secretary | — | ||
| Jon Ferrara | Treasurer | — | ||
| Louis Kadetsky | Executive Director | — | ||
| Mark Kadetsky | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 249 other orgs in NJ with NTEE prefix A6.
Most-divergent component: financial score sits 48 points below the peer median (0 vs. 48).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
Overall score has gone from 27 → 19 over 5 years (declining by 8 points).
What's driving this score
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- Financial resilience score in the bottom quartile — reserves and liabilities ratios warrant review.
What would change this score
The two changes that would most improve this score:
- Build cash reserves to at least 3 months of operating expenses — moves financial resilience score meaningfully (~10 points).
Improving governance is a board decision. These are the levers.