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 |
|---|---|---|---|---|---|---|---|
| 2023 | Hidden | Hidden | 40.4% | 21 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 11.5% | 38 | Fragile | Recovery | |
| 2021 | — | — | 12.1% | 28 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | — | 34 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | — | 44 | Fragile | Recovery | |
| 2017 | — | — | — | 37 | Financially Distressed | Stable Watch | |
| 2016 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | — | 33 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| AARON SALLEY | Board President | 6.1% of Rev | ||
| SHAKINA NAYFACK | Board President | 4.9% of Rev | ||
| ARIDY NOX | Secretary | — | ||
| CAROLINE SAMUELS | Treasurer | — | ||
| CATHERINE PULLEY | Board Member | — | ||
| AARON GLICK | Board Member | — | ||
| MEGAN SAVAGE | Board Member | — | ||
| JULIAN FLEISHER | Board Member | — | ||
| FIONA GOH-TAN | Board Member | — | ||
| KENT NICHOLSON | Board Member | — | ||
| JEFFREY TRACHTMAN | Board Member | — | ||
| JANE JUNG | Board Member | — | ||
| OPHELIA CHUA | Board Member | — | ||
| JULIET MOSER | Board Member | — | ||
| TROY ANTHONY | Board Member | — | ||
| MELISSA HAIZLIP | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| AARON SALLEY | Board President | — | ||
| CAROLINE SAMUELS | Treasurer | — | ||
| ARIDY NOX | Secretary | — | ||
| AARON GLICK | Board President | — | ||
| CATHERINE PULLEY | Board President | — | ||
| SHAKINA NAYFACK | FOUNDING AD | — | ||
| MEGAN SAVAGE | Board Member | — | ||
| JULIAN FLEISHER | Board Member | — | ||
| FIONA GOH-TAN | Board Member | — | ||
| KENT NICHOLSON | Board Member | — | ||
| JEFFREY TRACHTMAN | Board Member | — | ||
| JANE JUNG | Board Member | — | ||
| OPHELIA CHUA | Board Member | — | ||
| JULIET MOSER | Board Member | — | ||
| TROY ANTHONY | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| AARON SALLEY | Board President | — | ||
| AARON GLICK | Board President | — | ||
| CAROLINE SAMUELS | Treasurer | — | ||
| ARIDY NOX | Secretary | — | ||
| SHAKINA NAYFACK | Board Member | — | ||
| MEGAN SAVAGE | Board Member | — | ||
| JULIAN FLEISHER | Board Member | — | ||
| CRAIG LOVE | Board Member | — | ||
| CATHERINE PULLEY | Board Member | — | ||
| AMIEE TURNER | Board Member | — | ||
| FIONA GOH-TAN | Board Member | — | ||
| KENT NICHOLSON | Board Member | — | ||
| JEFFREY TRACHTMAN | Board Member | — | ||
| JANE JUNG | Board Member | — | ||
| OPHELIA CHUA | Board Member | — | ||
| JULIET MOSER | Board Member | — | ||
| TROY ANTHONY | Board Member | — | ||
| MEI ANN TEO | 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 31 points below the peer median (0 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.
Overall score has gone from 44 → 21 over 5 years (declining by 23 points). A multi-year directional move of this magnitude is a signal worth investigating.
What's driving this score
- Comp-to-revenue ratio of 40.4% is well above the sector's 90th percentile (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:
- Reduce top-officer compensation from 40.4% to under 22% of revenue — would move governance score by ~37 points.
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
Improving governance is a board decision. These are the levers.