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 | — | — | — | 37 | Fragile | Recovery | |
| 2022 | — | — | — | 26 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | — | 41 | Fragile | Recovery | |
| 2020 | — | — | — | 26 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | — | 23 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | — | 41 | Fragile | Recovery | |
| 2017 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | — | 27 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 27 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | — | 21 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 41 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DONNA SHOLK | Board President | — | ||
| DAVID SHOLK | Board President | — | ||
| JOAN WINTER | Secretary | — | ||
| ELLEN MARTIN | Treasurer | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DONNA SHOLK | Board President | — | ||
| DAVID SHOLK | Board President | — | ||
| JOAN WINTER | Secretary | — | ||
| ELLEN MARTIN | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DONNA SHOLK | Board President | — | ||
| DAVID SHOLK | Board President | — | ||
| JOAN WINTER | Secretary | — | ||
| ELLEN MARTIN | Treasurer | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 142 other orgs in NY with NTEE prefix A9.
Most-divergent component: governance score sits 29 points below the peer median (50 vs. 79).
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
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
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.