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 | — | — | — | 47 | Fragile | Recovery | |
| 2023 | — | — | — | 23 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | — | 41 | Fragile | Stable Watch | |
| 2021 | — | — | — | 41 | Fragile | Recovery | |
| 2020 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | — | 47 | Fragile | Recovery | |
| 2018 | — | — | — | 37 | Fragile | Decline Risk | |
| 2017 | — | — | — | 41 | Fragile | Recovery | |
| 2016 | — | — | — | 37 | Fragile | Stable Watch | |
| 2015 | — | — | — | 37 | Fragile | Stable Watch | |
| 2014 | — | — | — | 37 | Fragile | Stable Watch | |
| 2013 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 47 | Fragile | Recovery | |
| 2011 | — | — | — | 37 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| THOMAS CUNNINGHAM | DIRECOTR OF CHOIR | Hidden | ||
| DAVID ERBACH | Board President | Hidden | ||
| EVELYN CHU | Treasurer | — | ||
| ADAM GUZIK | Board President | — | ||
| ELIZABETH HEALY | Secretary | — | ||
| SACHA EVANS | Board Member | — | ||
| STACY ALLISON | Board Member | — | ||
| RISA WARD | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| THOMAS DAVIDSON | Treasurer | — | ||
| THOMAS CUNNINGHAM | Board Member | — | ||
| DAVID ERBACH | Board President | — | ||
| ADAM GUZIK | Board President | — | ||
| ELIZABETH HEALY | Board Member | — | ||
| BLAKE THOMAS | Secretary | — | ||
| SACHA EVANS | Board Member | — | ||
| THOMAS DAVIDSON | Treasurer | — | ||
| THOMAS CUNNINGHAM | Board Member | — | ||
| DAVID ERBACH | Board President | — | ||
| ADAM GUZIK | Board President | — | ||
| ELIZABETH HEALY | Board Member | — | ||
| BLAKE THOMAS | Secretary | — | ||
| SACHA EVANS | Board Member | — | ||
| THOMAS DAVIDSON | Treasurer | — | ||
| THOMAS CUNNINGHAM | Board Member | — | ||
| DAVID ERBACH | Board President | — | ||
| ADAM GUZIK | Board President | — | ||
| ELIZABETH HEALY | Board Member | — | ||
| BLAKE THOMAS | Secretary | — | ||
| DANIELLE MARCHAND | Board Member | — | ||
| SACHA EVANS | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 1,226 other orgs in NY with NTEE prefix A6.
Most-divergent component: governance score sits 15 points below the peer median (50 vs. 65).
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.