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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | — | 55 | Fragile | Recovery | |
| 2022 | — | — | — | 44 | Fragile | Recovery | |
| 2021 | — | — | — | 41 | Fragile | Recovery | |
| 2020 | — | — | — | 28 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | — | 55 | Fragile | Recovery | |
| 2018 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 37 | Financially Distressed | Stable Watch | |
| 2016 | — | — | — | 37 | Financially Distressed | Recovery | |
| 2015 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 39 | Financially Distressed | Recovery | |
| 2013 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | — | 19 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 25 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Carol Davis | Board President | — | ||
| Matthew Hughes | Treasurer | — | ||
| Jane Buchi | Secretary | — | ||
| Sigourney Romaine | Board Member | — | ||
| Leslie Middlebrook Moore | Board Member | — | ||
| Sarah Means | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Carol Davis | Board President | — | ||
| Jane Buchi | Treasurer | — | ||
| David Kelleher-Flight | Board President | — | ||
| Matthew Hughes | Treasurer | — | ||
| Sigourney Romaine | Board Member | — | ||
| Leslie Middlebrook Moore | Board Member | — | ||
| Sarah Means | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Carol Davis | Board President | — | ||
| Jane Buchi | Treasurer | — | ||
| David Kelleher-Flight | Board President | — | ||
| Brian Long | Board Member | — | ||
| Matthew Hughes | Treasurer | — | ||
| Sigourney Romaine | Board Member | — | ||
| Leslie Middlebrook Moore | Board Member | — |
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: financial score sits 59 points above the peer median (90 vs. 31).
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.
What's driving this score
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- 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.