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 | — | — | 25.6% | 38 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 24.2% | 43 | Fragile | Gov Risk | |
| 2021 | — | — | — | 55 | Fragile | Recovery | |
| 2020 | — | — | 62.0% | 40 | Governance-Stressed | Gov Risk | |
| 2019 | — | — | — | 57 | Fragile | Stable Watch | |
| 2018 | — | — | — | 57 | Fragile | Stable Watch | |
| 2017 | — | — | — | 57 | Fragile | Decline Risk | |
| 2016 | — | — | — | 61 | Stable | Stable Watch | |
| 2015 | — | — | — | 61 | Stable | Stable Watch | |
| 2014 | — | — | — | 61 | Stable | Stable Watch | |
| 2013 | — | — | — | 57 | Fragile | Recovery | |
| 2010 | — | — | 35.6% | 46 | Governance-Stressed | Gov Risk |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SHAWN S CULLINAN ESQ | Board President | — | ||
| ALICE CROMARTY | VICE PRESIDE | — | ||
| DONNA GELLINEAUX-MATONE | Treasurer | — | ||
| RENEE JASHUA-PORTER | CORRESPONDEN | — | ||
| MARYANN WECKERLE | RECORDING SE | — | ||
| CHRISTINA DONAWA | Board Member | — | ||
| JOANN BOETTCHER | Board Member | — | ||
| PAT BECKER | Board Member | — | ||
| FRANK J SEIBERT | Board Member | — | ||
| PAULA VIDAL | Board Member | — | ||
| JOANN LEWALD | Board Member | — | ||
| ALLY GUNDUZ | Board Member | — | ||
| CHARLES SPENCER | Board Member | — | ||
| ERIN REYES | Board Member | — | ||
| BRUCE PENN | Board Member | — | ||
| HON DENNIS SIRY | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SHAWN S CULLINAN ESQ | Board President | — | ||
| ALICE CROMARTY | VICE PRESIDE | — | ||
| DONNA GELLINEAUX-MATONE | Treasurer | — | ||
| RENEE JASHUA-PORTER | CORRESPONDEN | — | ||
| MARYANN WECKERLE | RECORDING SE | — | ||
| CHRISTINA DONAWA | Board Member | — | ||
| LOU BONGIORNO | Board Member | — | ||
| JOANN BOETTCHER | Board Member | — | ||
| PAT BECKER | Board Member | — | ||
| FRANK J SEIBERT | Board Member | — | ||
| PAULA VIDAL | Board Member | — | ||
| JOANN LEWALD | Board Member | — | ||
| GAETAN LOZITO | Board Member | — | ||
| ALLY GUNDUZ | Board Member | — | ||
| THERESA SABATINO | Board Member | — | ||
| CHARLES SPENCER | Board Member | — | ||
| MICHAEL SHERWOOD | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ELIZABETH MIRARCHI | OFFICE ASSIS | 16.5% of Rev | ||
| JUNE CULLINANE | OFFICE ASSIS | 3.6% of Rev | ||
| ANTOINETTE MAIORINI | OFFICE ASSIS | 3.0% of Rev | ||
| JASON E JENKINS | INTERN | 1.1% of Rev | ||
| SHAWN CULLINANE | Board President | — | ||
| THERESA SABATINO | VICE PRESIDE | — | ||
| ALICE CROMARTY | CORRESPONDIN | — | ||
| MARYANN WECKERLE | RECORDING SE | — | ||
| LOU BONGIORNO | Board Member | — | ||
| THERESA SANTMANN | Board Member | — | ||
| CHARLES SPENCER | Board Member | — | ||
| ANTHONY TAFURI | Board Member | — | ||
| DOLORES TAFURI | Board Member | — | ||
| PATRICIA BECKER | Treasurer | — | ||
| PAULA VIDAL | Board Member | — | ||
| RONALD BECKER | Board Member | — | ||
| RENEE JOSHUA-PORTER | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 146 other orgs in NY with NTEE prefix A2.
Most-divergent component: program score sits 14 points above the peer median (45 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.
What's driving this score
- Comp-to-revenue ratio of 25.6% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- 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.