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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | — | 57 | Fragile | Recovery | |
| 2022 | — | — | — | 47 | Fragile | Recovery | |
| 2021 | — | — | — | 21 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | — | 21 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | — | 21 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | — | 19 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 26 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 39 | Fragile | Decline Risk | |
| 2013 | — | — | — | 45 | Fragile | Stable Watch | |
| 2012 | — | — | — | 45 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| VERONICA JASPER | Board President | — | ||
| MORGAN NOREN | Board President | — | ||
| SAVANNAH BYRNE | Secretary | — | ||
| JENNIFER TELLES | Treasurer | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MORGAN NOREN | Board President | — | ||
| MARGARET BUCIACK | Board President | — | ||
| SAVANNAH BYRNE | Secretary | — | ||
| VICKI SWEETEN | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ELIZABTH BICKFORD | Board President | — | ||
| LINDSAY BASILE | Board President | — | ||
| NICKI VASILE | Board President | — | ||
| MEREDITH DOERR | Secretary | — | ||
| ROSA MARCELO | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| THERESE MONTOYA | Board President | — | ||
| ELIZABETH BICKFORD | Vice President | — | ||
| CRADDOCK STROPES | Treasurer | — | ||
| NICKI VASILE | Secretary | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 16 other orgs in CA with NTEE prefix B1.
Most-divergent component: financial score sits 20 points above the peer median (35 vs. 15).
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.
- Two consecutive years of deficit spending.
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).
- Stabilize program expenses or grow earned-income revenue to break the consecutive-deficit pattern (~8 points to financial score).
Improving governance is a board decision. These are the levers.