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 | — | — | Unknown | — | |
| 2023 | — | — | 312.2% | 18 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | — | 48 | Fragile | Recovery | |
| 2019 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | — | 35 | Fragile | Recovery | |
| 2017 | — | — | — | 23 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 27 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 27 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 25 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 37 | Fragile | Decline Risk | |
| 2011 | — | — | — | 41 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BARBARA ASHFIELD | Board Member | — | ||
| CHRISTINA EWING | Treasurer | — | ||
| SHAEDA URBANI | Executive Director | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KIM MCCOOL NELSON | Board Member | — | ||
| CHRISTINA CHAHAL | Board President | — | ||
| SHAEDA URBANI | Board President | — | ||
| MEGAN KAMRATH | Treasurer | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 830 other orgs in CA with NTEE prefix A6.
Most-divergent component: financial score sits 28 points below the peer median (5 vs. 33).
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 312.2% 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 312.2% to under 22% of revenue — would move governance score by ~40 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.