Mission Drift
What does this mean?
Highly volatile revenue swings year over year paired with fluctuating Program Scores. The organization is constantly pivoting to chase restricted grant funding rather than building a sustainable core.
The Path Forward
The Lodestar
A radical recommitment to the core mission. It requires the organization to gain the strength to say 'no' to restricted funding that pulls them away from their true purpose.
Title
Representative Institutions
Institutional Epochs
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2023 | Hidden | Hidden | 12.4% | 37 | Financially Distressed | Recovery | |
| 2022 | — | — | 16.9% | 43 | Fragile | Decline Risk | |
| 2021 | — | — | 19.0% | 47 | Fragile | Decline Risk | |
| 2020 | — | — | 3.9% | 55 | Fragile | Recovery | |
| 2019 | — | — | 17.4% | 25 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 16.5% | 35 | Financially Distressed | Decline Risk | |
| 2017 | — | — | 22.6% | 31 | Critical Intervention Needed | Gov Risk | |
| 2016 | — | — | 9.5% | 50 | Fragile | Recovery | |
| 2015 | — | — | 14.7% | 29 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 16.8% | 29 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 13.4% | 35 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 14.9% | 35 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JENNIFER GUILLOW | Executive Director | 12.5% of Rev | ||
| ASHISH VIKRAM | Board President | — | ||
| DAVE HUNT | Secretary | — | ||
| MARKENZY CESAR | Board Member | — | ||
| MOLLY CHVALA | Board Member | — | ||
| ELLEN HARRIS-HARVEY | Board Member | — | ||
| ATRELL WILLIAMS | Board Member | — | ||
| JEANINE ROBERTS | Board Member | — | ||
| TOM KEABLE | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JENNIFER GUILLOW | Executive Director | 11.3% of Rev | ||
| ASHISH VIKRAM | Board President | — | ||
| DAVID KRAJEWSKI | Treasurer | — | ||
| JASON CHRISTINA | Secretary | — | ||
| MOLLY CHVALA | Board Member | — | ||
| THOMAS KEABLE | Board Member | — | ||
| JOE KOESSLER | Board Member | — | ||
| DAVE HUNT | Board Member | — | ||
| JEANINE ROBERTS | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JENNIFER KOCH | Executive Director | 14.0% of Rev | ||
| ASHISH VIKRAM | Board President | — | ||
| DAVID KRAJEWSKI | Treasurer | — | ||
| JASON CHRISTINA | Secretary | — | ||
| MOLLY CHVALA | Board Member | — | ||
| THOMAS KEABLE | Board Member | — | ||
| JOE KOESSLER | Board Member | — | ||
| JENNIFER GUILLOW | Executive Director | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 699 other orgs in NY with NTEE prefix A6.
Most-divergent component: program score sits 16 points above the peer median (45 vs. 29).
5-year trend: Mission Drift
Highly volatile revenue swings year over year paired with fluctuating Program Scores. The organization is constantly pivoting to chase restricted grant funding rather than building a sustainable core.
Overall score has gone from 25 → 37 over 5 years (improving by 12 points). A multi-year directional move of this magnitude is a signal worth investigating.
What's driving this score
- Comp-to-revenue ratio of 12.4% sits within the sector's healthy band (18–22%).
- 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.