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 | 21.7% | 18 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | — | 23 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | — | 24 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 21 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 21 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 21 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 19 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 19 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 41 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LYNNEA BENSON | Artistic Director | 28.1% of Rev | ||
| LYNNEA BENSON | Artistic Director | 21.7% of Rev | ||
| TED ZURKOWSKI | Board President | — | ||
| TED ZURKOWSKI | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LYNNEA BENSON | Artistic Director | — | ||
| JOHN GULINO | Board Member | — | ||
| ERIK KRONE | Board Member | — | ||
| TED ZURKOWSKI | Board President | — | ||
| AMY FRANCES QUINT | Board Member | — | ||
| JONATHAN REED WEXLER | Board Member | — | ||
| MARK JAMILKOWSKI | Board Member | — | ||
| LYNNEA BENSON | Artistic Director | — | ||
| JOHN GULINO | Board Member | — | ||
| ERIK KRONE | Board Member | — | ||
| TED ZURKOWSKI | Board President | — | ||
| AMY FRANCES QUINT | Board Member | — | ||
| JONATHAN REED WEXLER | Board Member | — | ||
| MARK JAMILKOWSKI | 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: financial score sits 21 points below the peer median (10 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 21.7% sits within the sector's healthy band (18–22%).
- 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.