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 | — | — | — | 32 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 52 | Fragile | Decline Risk | |
| 2020 | — | — | — | 54 | Fragile | Recovery | |
| 2019 | — | — | 7.3% | 36 | Financially Distressed | Decline Risk | |
| 2018 | — | — | 5.4% | 36 | Financially Distressed | Decline Risk | |
| 2017 | — | — | 2.9% | 42 | Fragile | Recovery | |
| 2016 | — | — | 5.3% | 30 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 4.7% | 32 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | — | 22 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 13.3% | 22 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 13.0% | 27 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | 6.5% | 34 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PAUL CARVER | TECHNICAL DI | — | ||
| CHRISTIAN CONFALONE | Board Member | — | ||
| GENEVIEVE ESTANISLAU | Board Member | — | ||
| PAM LUCKENBAUGH | BOX OFFICE M | — | ||
| VICTORIA MERSE | WARDROBE MAN | — | ||
| JARED PICONE | FUNDRAISING | — | ||
| CRYSTAL HUAU | Secretary | — | ||
| STEVE KAZAR | Treasurer | — | ||
| DEVIN MASSIH | Artistic Director | — | ||
| DARREN NYE | Board President | — | ||
| ZAK SCHUEREN | VICE PRESIDE | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PAUL CARVER | Board President | — | ||
| DEVIN MASSIH | Vice President | — | ||
| ROZ WROBLEWSKI | Board Member | — | ||
| CRYSTAL HUAU | Secretary | — | ||
| ZAK SCHUEREN | VICE PRESIDE | — | ||
| LIZ SHEA | Board Member | — | ||
| PHIL SOLOMIN | Board Member | — | ||
| JESS KIMBERLIN | Board Member | — | ||
| TAYE MCQUEEN | Board Member | — | ||
| CAROLYN YACCINARO | Board Member | — | ||
| THOMAS PAPA | Board Member | — | ||
| PAUL CARVER | Board President | — | ||
| DEVIN MASSAH | VICE PRESIDE | — | ||
| ZAK SCHUEREN | VICE PRESIDE | — | ||
| CRYSTAL HUAU | Secretary | — | ||
| LIZ SHEA | Board Member | — | ||
| PHIL SOLOMON | Board Member | — | ||
| JESS KIMBERLIN | Board Member | — | ||
| CHRISTIAN CONFALONE | 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 34 points below the peer median (0 vs. 34).
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.
- 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.