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 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | — | 21 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | — | 44 | Fragile | Recovery | |
| 2021 | — | — | — | 30 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | — | 51 | Fragile | Recovery | |
| 2019 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 41 | Fragile | Decline Risk | |
| 2015 | — | — | — | 42 | Fragile | Recovery | |
| 2014 | — | — | — | 41 | Fragile | Stable Watch | |
| 2013 | — | — | — | 43 | Fragile | Recovery | |
| 2012 | — | — | — | 37 | Financially Distressed | Recovery | |
| 2011 | — | — | — | 31 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| STEPHEN ANGEL | Board Member | — | ||
| SYLVIA HEMMINGWAY | Board Member | — | ||
| AMBASSADOR COLLEN BELL | Board Member | — | ||
| ARRON FINESTEIN | Board Member | — | ||
| KATI MARTON | Board Member | — | ||
| STEPHANIE STOKES | Board Member | — | ||
| DAVID TOBEY | Board Member | — | ||
| STEPHANIE STOKES | Board Member | — | ||
| PETER THOMAS ROTH | Board Member | — | ||
| JOHN FARAGO | Board Member | — | ||
| STEPHEN ANGEL | Board Member | — | ||
| SYLVIA HEMMINGWAY | Board Member | — | ||
| AMBASSADOR COLLEN BELL | Board Member | — | ||
| ARRON FINESTEIN | Board Member | — | ||
| KATI MARTON | Board Member | — | ||
| STEPHANIE STOKES | Board Member | — | ||
| DAVID TOBEY | Board Member | — | ||
| STEPHANIE STOKES | Board Member | — | ||
| PETER THOMAS ROTH | Board Member | — | ||
| JOHN FARAGO | Board Member | — | ||
| EMANUEL AX | Board Member | — | ||
| NICHOLAS HERSH | Board President | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Sylvia Hemingway | Board Member | — | ||
| Stephen Angel | Board Member | — | ||
| Ambassador Colleen Bell | Board Member | — | ||
| Aaron Finestein | Board Member | — | ||
| Kati Marton | Board Member | — | ||
| Stephanie Stokes | Board Member | — | ||
| David Tobey | Board Member | — | ||
| Emese Tardy-Green | Board Member | — | ||
| Peter Thomas Roth | Board Member | — | ||
| Sylvia Hemingway | Board Member | — | ||
| Stephen Angel | Board Member | — | ||
| Ambassador Colleen Bell | Board Member | — | ||
| Aaron Finestein | Board Member | — | ||
| Kati Marton | Board Member | — | ||
| Stephanie Stokes | Board Member | — | ||
| David Tobey | Board Member | — | ||
| Emese Tardy-Green | Board Member | — | ||
| Peter Thomas Roth | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Sylvia Hemingway | Board Member | — | ||
| Stephen Angel | Board Member | — | ||
| Ambassador Colleen Bell | Board Member | — | ||
| Aaron Finestein | Board Member | — | ||
| Kati Marton | Board Member | — | ||
| Stephanie Stokes | Board Member | — | ||
| David Tobey | Board Member | — | ||
| Emese Tardy-Green | Board Member | — | ||
| Peter Thomas Roth | Directir | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 124 other orgs in NY with NTEE prefix A1.
Most-divergent component: financial score sits 63 points below the peer median (5 vs. 68).
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.
- 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.