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 |
|---|---|---|---|---|---|---|---|
| 2022 | — | — | — | 22 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | — | 23 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | — | 47 | Fragile | Recovery | |
| 2017 | — | — | — | 26 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID GRAF | Board President | — | ||
| RAY OKEEFE | Board President | — | ||
| CLAUDIA ANDRES | Treasurer | — | ||
| JANE PRICE | Secretary | — | ||
| AARON DEY | Board Member | — | ||
| JOHN DIFIORE | Board Member | — | ||
| THOMAS BURROWS | Board Member | — | ||
| LARRY ELIA | Board Member | — | ||
| ELIZABETH CARDAMORE | Board Member | — | ||
| WESLEY KRANTZ | Board Member | — | ||
| SUSAN GUEISSLER | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| David Graf | Board President | — | ||
| Ray OKeefe | Board President | — | ||
| David Truesdale | Treasurer | — | ||
| Jane Price | Secretary | — | ||
| Aaron Dey | Board Member | — | ||
| Thomas Burrows | Board Member | — | ||
| Larry Elia | Board Member | — | ||
| Wesley Krantz | Board Member | — | ||
| Susan Gueissler | Board Member | — | ||
| Sean Mackenzie | Board Member | — | ||
| Claudia Andres | 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 31 points below the peer median (0 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.
Overall score has gone from 26 → 22 over 5 years (declining by 4 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.