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 | — | — | 8.4% | 51 | Fragile | Recovery | |
| 2022 | — | — | 9.9% | 45 | Fragile | Recovery | |
| 2021 | — | — | 41.7% | 35 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 3.3% | 56 | Fragile | Recovery | |
| 2019 | — | — | — | 52 | Fragile | Recovery | |
| 2018 | — | — | — | 45 | Fragile | Stable Watch | |
| 2017 | — | — | — | 45 | Fragile | Recovery | |
| 2016 | — | — | — | 39 | Fragile | Stable Watch | |
| 2015 | — | — | — | 39 | Fragile | Stable Watch | |
| 2014 | — | — | — | 39 | Fragile | Recovery | |
| 2013 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 39 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Peter Jaffe | Board Member | 8.4% of Rev | ||
| Marie Mitchell | Board President | — | ||
| Anson Wong | Board President | — | ||
| Sarah Kooshian | Secretary | — | ||
| Michael S Nord CPA | Treasurer | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Peter Jaffe | Board Member | 8.4% of Rev | ||
| Marie Mitchell | Board President | — | ||
| Anson Wong | Board President | — | ||
| Sarah Kooshian | Secretary | — | ||
| Michael S Nord CPA | Treasurer | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Peter Jaffe | Board Member | 7.6% of Rev | ||
| Anson Wong | Board President | — | ||
| Marie Mitchell | Board President | — | ||
| Sarah Kooshian | Secretary | — | ||
| Michael S Nord CPA | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Peter Jaffe | Board Member | 1.5% of Rev | ||
| Marie Mitchell | Board President | — | ||
| Anson Wong | Board President | — | ||
| Sarah Kooshian | Secretary | — | ||
| Michael S Nord CPA | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Anson Wong | Board President | — | ||
| Shellie Swain | Secretary | — | ||
| Michael S Nord CPA | Treasurer | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 829 other orgs in CA with NTEE prefix A6.
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 8.4% sits within the sector's healthy band (18–22%).
- Two consecutive years of deficit spending.
What would change this score
The two changes that would most improve this score:
- 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.