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 | 12.0% | 80 | Unknown | — | |
| 2023 | Hidden | Hidden | 12.0% | 79 | Unknown | — | |
| 2022 | Hidden | Hidden | 12.0% | 91 | Unknown | — | |
| 2020 | Hidden | Hidden | 12.0% | 92 | Unknown | — | |
| 2017 | Hidden | Hidden | 12.0% | 79 | Unknown | — | |
| 2016 | Hidden | Hidden | 12.0% | 90 | Unknown | — | |
| 2015 | Hidden | Hidden | 12.0% | 75 | Unknown | — | |
| 2014 | Hidden | Hidden | 12.0% | 90 | Unknown | — | |
| 2013 | Hidden | Hidden | 12.0% | 88 | Unknown | — | |
| 2012 | Hidden | Hidden | 12.0% | 76 | Unknown | — | |
| 2011 | Hidden | Hidden | 12.0% | 81 | Unknown | — |
Officer compensation history
Tax year 2024
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | 12.0% of Rev |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | 14.3% of Rev | ||
| JOSEPH DUBBIOSI | CONDUCTOR | — | ||
| LAURA CARNIBUCCI | Treasurer | — | ||
| JOHN CANNIZZARO | Board President | — | ||
| Kyunghum kim | CONDUCTOR | — | ||
| ABBEY BENNETT | Board President | — | ||
| ERIC SCHABERG | CONDUCTOR | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | 15.7% of Rev | ||
| Kyunghum kim | CONDUCTOR | 11.6% of Rev | ||
| ERIC SCHABERG | CONDUCTOR | 8.2% of Rev | ||
| JOSEPH DUBBIOSI | CONDUCTOR | 4.5% of Rev | ||
| LAURA CARNIBUCCI | Treasurer | — | ||
| JOHN CANNIZZARO | Board President | — | ||
| ABBEY BENNETT | Board President | — |
Tax year 2020
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | 13.4% of Rev |
Tax year 2017
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | 17.3% of Rev |
Tax year 2016
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | 21.9% of Rev |
Tax year 2015
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | 29.4% of Rev |
Tax year 2014
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | 27.5% of Rev |
Tax year 2013
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | 27.9% of Rev |
Tax year 2012
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | 30.1% of Rev |
Tax year 2011
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| XML Data Pending | Top Officer (Est.) | 28.1% of Rev |
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 21 points below the peer median (5 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.
Overall score has gone from 79 → 80 over 5 years (improving by 1 points).
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.