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 | — | — | 7.0% | 43 | Fragile | Recovery | |
| 2022 | — | — | 16.2% | 30 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 11.6% | 40 | Fragile | Recovery | |
| 2020 | — | — | 3.1% | 48 | Fragile | Recovery | |
| 2019 | — | — | 2.2% | 38 | Financially Distressed | Recovery | |
| 2018 | — | — | — | 39 | Fragile | Stable Watch | |
| 2017 | — | — | — | 35 | Fragile | Recovery | |
| 2016 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 35 | Fragile | Recovery | |
| 2014 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 35 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| WU LIANG | EXECUTIVE MANAGING DIRECTO | 4.5% of Rev | ||
| WANG HONG | Board Member | 2.2% of Rev | ||
| JUN QING LI | PROGRAM AND BUSINESS DEVEL | 1.1% of Rev | ||
| XIAOBIN WU | Artistic Director | 0.6% of Rev | ||
| JINGTAO ZHANG | Artistic Director | 0.5% of Rev | ||
| BIN MA | Board Member | 0.3% of Rev | ||
| THOMAS HILL | Board President | — | ||
| YUAN GAO | Board Member | — | ||
| WELLINGTON Z CHEN | Board Member | — | ||
| NICK VATAJ | Board Member | — | ||
| TONY GIORGIO | Board Member | — | ||
| BRAYAN CASAS | Board Member | — | ||
| NIAMBO YU | Board Member | — | ||
| JIM HALPIN JR | Board Member | — | ||
| WILLIAM KWAN | Secretary | — | ||
| DANIEL YU | Treasurer | — | ||
| JANIQUE BROOMES | Board President | — | ||
| FLORENCE YU | Board President | — | ||
| GENE C ENG | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| WU LIANG | EXECUTIVE MANAGING DIRECTO | 1.3% of Rev | ||
| JUN QING LI | PROGRAM AND BUSINESS DEVEL | 1.3% of Rev | ||
| XIAOBIN WU | Artistic Director | 0.8% of Rev | ||
| WANG HONG | Board Member | 0.2% of Rev | ||
| THOMAS HILL | Board President | — | ||
| FLORENCE YU | Board President | — | ||
| JANIQUE BROOMES | Board President | — | ||
| DANIEL YU | Treasurer | — | ||
| WILLIAM KWAN | Secretary | — | ||
| JIM HALPIN JR | Board Member | — | ||
| GENE C ENG | Board Member | — | ||
| BIN MA | Board Member | — | ||
| BRAYAN CASAS | Board Member | — | ||
| NIAMBO YU | Board Member | — | ||
| TONY GIORGIO | Board Member | — | ||
| NICK VATAJ | Board Member | — | ||
| WELLINGTON Z CHEN | Board Member | — | ||
| YUAN GAO | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| WU LIANG | EXECUTIVE MANAGING DIRECTO | 1.8% of Rev | ||
| WANG HONG | Board Member | 0.9% of Rev | ||
| JUN QING LI | Board Member | 0.9% of Rev | ||
| XIAOBIN WU | Artistic Director | 0.9% of Rev | ||
| THOMAS HILL | Board President | — | ||
| FLORENCE YU | Board President | — | ||
| JANIQUE BROOMES | Board President | — | ||
| DANIEL YU | Treasurer | — | ||
| WILLIAM KWAN | Secretary | — | ||
| JIM HALPIN JR | Board Member | — | ||
| GENE C ENG | Board Member | — | ||
| BIN MA | Board Member | — | ||
| BRAYAN CASAS | Board Member | — | ||
| NIAMBO YU | Board Member | — | ||
| TONY GIORGIO | Board Member | — | ||
| NICK VATAJ | Board Member | — | ||
| WELLINGTON Z CHEN | Board Member | — | ||
| YUAN GAO | 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 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 38 → 43 over 5 years (improving by 5 points).
What's driving this score
- Comp-to-revenue ratio of 7.0% sits within the sector's healthy band (18–22%).
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.