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 | Hidden | Hidden | — | — | Unknown | — | |
| 2022 | — | — | 11.8% | 39 | Fragile | Recovery | |
| 2021 | — | — | 15.7% | 53 | Fragile | Recovery | |
| 2020 | — | — | — | 25 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | — | 31 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | — | 27 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 27 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 27 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 27 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 35 | Fragile | Recovery | |
| 2011 | — | — | — | 27 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BETH FRITZ-LOGREA | Board Member | 9.6% of Rev | ||
| JEAN LOGREA | Board Member | 1.2% of Rev | ||
| NICHOLAS LOGREA | Board Member | 1.0% of Rev | ||
| AMY HARTE | Board President | — | ||
| AMY HENRY | Board Member | — | ||
| MARIANA LJULJDURAJ | Board Member | — | ||
| KAREN LIGHTFOOT | Treasurer | — | ||
| DIANA MCCORMACK | Board Member | — | ||
| MARGARET YAWMAN | Board President | — | ||
| JOAN CURRY | Board Member | — | ||
| JOANN DANIEL-ONATIVIA | Board Member | — | ||
| STEVEN GIEGER | Board Member | — | ||
| FRANCES KEANE | Board Member | — | ||
| JENNIFER MAGEE | Board Member | — | ||
| KATHERINE VON JAN | Board Member | — | ||
| CATHARINE BRUENING | Secretary | — | ||
| TAMARAH BRIDGEWATER | Board Member | — | ||
| MICHELINA TRUSTMAN | Board Member | — | ||
| NICHOLAS LOGREA | Board Member | — | ||
| AMY HARTE | Board President | — | ||
| AMY HENRY | Board Member | — | ||
| MARIANA LJULJDURAJ | Secretary | — | ||
| MARGARET YAWMAN | Board President | — | ||
| JOANN DANIEL-ONATIVIA | Treasurer | — | ||
| STEVEN GIEGER | Board Member | — | ||
| FRANCES KEANE | Board Member | — | ||
| JENNIFER MAGEE | Board Member | — | ||
| TAMARAH BRIDGEWATER | Board Member | — | ||
| NICOLE BOUTMY DE KATZMANN | Board Member | — | ||
| LINDA JAMISON | Board Member | — | ||
| RUTHIE KALAI | Board Member | — | ||
| RENEE LAVERDIERE | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BETH FRITZ-LOGREA | Board Member | 7.4% of Rev | ||
| JEAN LOGREA | Board Member | 1.1% of Rev | ||
| NICHOLAS LOGREA | Board Member | 0.8% of Rev | ||
| AMY HARTE | Board President | — | ||
| AMY HENRY | Board Member | — | ||
| MARIANA LJULJDJURAJ | Board Member | — | ||
| KAREN LIGHTFOOT | Treasurer | — | ||
| DIANA MCCORMACK | Board Member | — | ||
| MARGARET YAWMAN | Board President | — | ||
| JOAN CURRY | Board Member | — | ||
| JOANN DANIEL-ONATIVIA | Board Member | — | ||
| STEVEN GIEGER | Board Member | — | ||
| FRANCES KEANE | Board Member | — | ||
| JENNIFER MAGEE | Board Member | — | ||
| KATHERINE VON JAN | Board Member | — | ||
| CATHARINE BRUENING | Secretary | — | ||
| TAMARAH BRIDGEWATER | Board Member | — | ||
| MICHELINA TRUSTMAN | 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: financial score sits 27 points below the peer median (25 vs. 52).
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 11.8% 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:
- 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.