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 | — | 39 | Fragile | Recovery | |
| 2022 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2021 | Hidden | Hidden | — | 51 | Fragile | Recovery | |
| 2020 | — | — | — | 34 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 7.6% | 27 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 7.7% | 27 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 7.4% | 30 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 6.6% | 37 | Fragile | Recovery | |
| 2015 | — | — | 7.7% | 36 | Financially Distressed | Recovery | |
| 2014 | — | — | 6.0% | 34 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 9.6% | 24 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 18.4% | 23 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | 7.5% | 34 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KEVIN TOR | Board President | — | ||
| MONA RYAN | Treasurer | — | ||
| LARA SAGGESE | Secretary | — | ||
| LOLY TOR | Board Member | — | ||
| LISA SHIRE | Board Member | — | ||
| LUCY GAO | Board Member | — | ||
| YVONNE LAMB | Board Member | — | ||
| KRISTEN DWYER | Board Member | — | ||
| PAUL GOTTDENKER | Board Member | — | ||
| NICHOLAS MISHOE | Artistic Director | — | ||
| SHAYNE GOTTDENKER | Artistic Director | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LOLY TOR | Board Member | — | ||
| LINDA BRACKEN | VICE PRESIDE | — | ||
| MICHAEL BRENNAN | Board Member | — | ||
| SUSAN BRENNAN | Board President | — | ||
| MERRILL KENNY BUTLER | Board Member | — | ||
| JOELLE CEVASCO | VICE PRESIDE | — | ||
| JENNIFER JAMES CHURCH | FOUNDER | — | ||
| RHEA GOLDSMITH | Board Member | — | ||
| PAUL GOTTDENKER | Treasurer | — | ||
| DENISE MARKS | Board Member | — | ||
| NICHOLAS MISHOE | Board Member | — | ||
| SHANE MISHOE | Board Member | — | ||
| LAURA MUNN | VICE PRESIDE | — | ||
| LORI POSNER | Board Member | — | ||
| CAROLE ROGERS | Board Member | — | ||
| LYNETTE SILVESTRI | Secretary | — | ||
| KEVIN TOR | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SUSAN BRENNAN | Board President | — | ||
| NICHOLAS MISHOE | Board Member | — | ||
| LAURA MATTHEWS | Secretary | — | ||
| LINDA BRACKEN | Board President | — | ||
| JOELLE CEVASCO | Board President | — | ||
| PAUL GOTTDENKER | Treasurer | — | ||
| LAURA MUNN | Board President | — | ||
| JENNIFER JAMES CHURCH | Founder | — | ||
| TERESA PORTELA | Treasurer | — | ||
| MICHAEL BRENNAN | Board Member | — | ||
| MERRILL KENNY BUTLER | Board Member | — | ||
| SHAYNE MISHOE | Board Member | — | ||
| MIDGE MOSERA-RUGGERI | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 176 other orgs in NJ with NTEE prefix A6.
Most-divergent component: program score sits 19 points above the peer median (45 vs. 26).
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.