Mission Drift
Mission Drift
Market
Archetype
Mechanical
Natural
Tier
Priority Review
Trajectory Thumbprint
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.
The Lodestar
Institutional Health Scores
5-yr trend: Mission Drift ↓
Overall
37
Score
Governance
45
Score
Financial
15
Score
Program
60
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
Financial Era
Governance Era
Trajectory Era
Mission Drift
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 19.0% | 37 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 12.9% | 38 | Financially Distressed | Recovery | |
| 2021 | — | — | 16.2% | 47 | Fragile | Recovery | |
| 2020 | — | — | 18.5% | 29 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 14.8% | 44 | Financially Distressed | Recovery | |
| 2018 | — | — | 16.1% | 39 | Financially Distressed | Decline Risk | |
| 2017 | — | — | 16.3% | 41 | Financially Distressed | Decline Risk | |
| 2016 | — | — | 16.1% | 41 | Financially Distressed | Decline Risk | |
| 2015 | — | — | 15.3% | 49 | Fragile | Gov Risk | |
| 2014 | — | — | 14.9% | 49 | Fragile | Recovery | |
| 2013 | — | — | 14.9% | 47 | Fragile | Recovery | |
| 2012 | — | — | 17.7% | 39 | Financially Distressed | Stable Watch | |
| 2011 | — | — | 7.7% | 42 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BRIDGET BETTKE | Executive Director | 9.9% of Rev | ||
| CHARLOTTE MOUQUIN | EXECUTIVE DI | 8.7% of Rev | ||
| SUSAN NATHENSON | Board Member | 0.4% of Rev | ||
| EMLYN TAVERAS | Board Member | 0.1% of Rev | ||
| MICHELLE ACOSTA | Secretary | — | ||
| JAY ANDERSON | Board Member | — | ||
| ALICIA CARMONA | Board Member | — | ||
| ESTEE CROSS | Board Member | — | ||
| SONA DAVIDIAN | Board Member | — | ||
| CHRIS EDDY | Treasurer | — | ||
| CHARLES FAZZINO | Board Member | — | ||
| BRENDA HARMS | Board Member | — | ||
| NANDINI ANANDU MD | Board Member | — | ||
| ROSEMARY MAGGIORE | Board President | — | ||
| NANCY MAZZEI | Vice President | — | ||
| JULIA FULLER NAKAYAMA | BOARD PRESID | — | ||
| JENNIFER ROHR | BOARD MEM/TR | — | ||
| EMILY SHARROCK | Vice President | — | ||
| REBECCA SILVER | Board Member | — | ||
| JACK SMITH | Board Member | — | ||
| MICHELE WESTRICK | Board Member | — | ||
| KD WILSON | Board Member | — | ||
| PAULA WOOD | Vice President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHARLOTTE MOUQUIN | Executive Director | 11.7% of Rev | ||
| CHARLOTTE MOUQUIN | Executive Director | 11.7% of Rev | ||
| JAY ANDERSON | Treasurer | — | ||
| NANDINI ANANDU MD | Board Member | — | ||
| JENNIFER BLAND | Board President | — | ||
| ALICIA CARMONA | Board Member | — | ||
| JULIE CEPLER | Board Member | — | ||
| SONA DAVIDIAN | Board Member | — | ||
| DANA DIERSEN BUEHRER | Board Member | — | ||
| ALLISON DOUGLASS | Board Member | — | ||
| DIANE ESSIG | Board Member | — | ||
| CHARLES FAZZINO | Board Member | — | ||
| LAURA GOLDBERG | Board Member | — | ||
| BRENDA HARMS | Board Member | — | ||
| BOB HEMM | Board Member | — | ||
| KATE KERRIGAN | Board Member | — | ||
| LISA KOONCE | Board President | — | ||
| ANDREW LAVALLEE | Board Member | — | ||
| BARRY MASON | Board Member | — | ||
| BRIAN MCFARLAND | Board Member | — | ||
| PAULA MCKEEVER | Board President | — | ||
| AMY TODD MIDDLETON | Board Member | — | ||
| SUSAN NATHENSON | Board Member | — | ||
| KATE PRINGLE | Secretary | — | ||
| GRETCHEN PURSEL | Board Member | — | ||
| CHRISTOPHER TAHBAZ | Board Member | — | ||
| KD WILSON | Board Member | — | ||
| JAY ANDERSON | Treasurer | — | ||
| JENNIFER BLAND | Board Member | — | ||
| JULIE CEPLER | Board Member | — | ||
| SONA DAVIDIAN | Board Member | — | ||
| DANA DIERSEN BUEHRER | Board Member | — | ||
| DIANE ESSIG | Board Member | — | ||
| CHARLES FAZZINO | Board Member | — | ||
| LAURA GOLDBERG | Board Member | — | ||
| BOB HEMM | Board Member | — | ||
| KATE KERRIGAN | Board Member | — | ||
| LISA KOONCE | Board President | — | ||
| ANDREW LAVELLE | Board Member | — | ||
| BARRY MASON | Board Member | — | ||
| BRIAN MCFARLAND | Board Member | — | ||
| PAULA MCKEEVER | Board President | — | ||
| AMY TODD MIDDLETON | Board Member | — | ||
| SUSAN NATHANSON | Board Member | — | ||
| KATE PRINGLE | Secretary | — | ||
| CHRISTOPHER TAHBAZ | Board Member | — | ||
| KD WILSON | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
15 / 100
weight 40%
Governance risk
45 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
37 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 146 other orgs in NY with NTEE prefix A2.
Most-divergent component: program score sits 29 points above the peer median (60 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 19.0% 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.