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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | — | 49 | Fragile | Recovery | |
| 2022 | — | — | 22.0% | 40 | Fragile | Gov Risk | |
| 2021 | — | — | 6.1% | 54 | Fragile | Recovery | |
| 2019 | — | — | — | 37 | Fragile | Decline Risk | |
| 2018 | — | — | — | 52 | Fragile | Stable Watch | |
| 2017 | — | — | 6.4% | 54 | Fragile | Recovery | |
| 2016 | — | — | 5.5% | 40 | Fragile | Recovery | |
| 2015 | — | — | — | 47 | Fragile | Decline Risk | |
| 2014 | — | — | — | 51 | Fragile | Recovery | |
| 2013 | — | — | — | 47 | Fragile | Recovery | |
| 2012 | — | — | — | 41 | Fragile | Stable Watch | |
| 2011 | — | — | — | 37 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAN SHANAHAN | Artistic Director | 6.5% of Rev | ||
| MELISSA MEOLA | Board Member | 2.3% of Rev | ||
| DANIEL CAROSA | Board Member | — | ||
| JOHN KOLGA | Board Member | — | ||
| CARMEN SWANS | Board Member | — | ||
| JEANNINE YAGER-AIELLO | Board Member | — | ||
| RENATA TONEY | Board Member | — | ||
| THOMAS HYDE | Board Member | — | ||
| DON ELICK | Board Member | — | ||
| MICHELLE WATOREK | Board President | — | ||
| DANIEL MONTANTE | Board President | — | ||
| NICHOLAS RANDELL | Secretary | — | ||
| SEAN MORROW | Treasurer | — | ||
| MICHAEL BANDINI | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAN SHANAHAN | Artistic Director | 5.5% of Rev | ||
| MELISSA MEOLA | Board Member | 2.1% of Rev | ||
| MICHELLE WATOREK | Board President | — | ||
| DANIEL MONTANTE | Board President | — | ||
| NICHOLAS RANDELL | Secretary | — | ||
| SEAN MORROW | Treasurer | — | ||
| MICHAEL BANDINI | Board Member | — | ||
| DANIEL CAROSA | Board Member | — | ||
| JOHN KOLGA | Board Member | — | ||
| CARMEN SWANS | Board Member | — | ||
| JEANNINE YAGERAIELLO | Board Member | — | ||
| RENATA TONEY | Board Member | — | ||
| THOMAS HYDE | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAN SHANAHAN | Artistic Director | 5.3% of Rev | ||
| MELISSA MEOLA | Board Member | 2.0% of Rev | ||
| SEAN MORROW | Board President | — | ||
| RAY KELLEY | Secretary | — | ||
| MICHAEL BANDINI | Board Member | — | ||
| DANIEL CAROSA | Board Member | — | ||
| JEANNINE YAGER-AIELLO | Board Member | — | ||
| MICHELLE WATOREK | Board Member | — | ||
| NICHOLAS RANDELL | Board Member | — | ||
| JOHN KOLAGA | Board Member | — | ||
| CARMEN SWANS | Board Member | — | ||
| Daniel Montante | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAN SHANAHAN | Artistic Director | 5.1% of Rev | ||
| MELISSA MEOLA | Board Member | 2.0% of Rev | ||
| SEAN MORROW | Board President | — | ||
| RAY KELLEY | Secretary | — | ||
| MICHAEL BANDINI | Board Member | — | ||
| DANIEL CAROSA | Board Member | — | ||
| JEANNINE YAGER-AIELLO | Board Member | — | ||
| MICHELLE WATOREK | Board Member | — | ||
| NICHOLAS RANDELL | Board Member | — | ||
| JOHN KOLAGA | 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: program score sits 31 points above the peer median (60 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.
What's driving this score
- No individual risk drivers stand out. Overall score reflects component balance, not any single signal.
What would change this score
No specific high-impact levers identified — this org's score is balanced across components.
Improving governance is a board decision. These are the levers.