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 | Hidden | Hidden | — | 44 | Fragile | Recovery | |
| 2022 | — | — | — | 22 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 72.3% | 33 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | — | 52 | Fragile | Recovery | |
| 2019 | — | — | — | 44 | Fragile | Recovery | |
| 2018 | — | — | — | 41 | Fragile | Recovery | |
| 2017 | — | — | — | 37 | Fragile | Recovery | |
| 2016 | — | — | — | 21 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 25 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | — | 21 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 35 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Laura Schulkind | Executive Director | — | ||
| Janice Rice | Board President | — | ||
| Sebnem Duzgun PhD | Treasurer | — | ||
| Laura Husbands | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Laura Schulkind | Executive Director | — | ||
| Janice Rice | Board President | — | ||
| Laura Husbands | Board Member | — | ||
| Robert Tanaka | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Laura Schulkind | Executive Director | 15.5% of Rev | ||
| Laura Husbands | Board Member | 5.8% of Rev | ||
| Robert Tanaka | Board Member | 3.5% of Rev | ||
| Janice Rice | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Laura Schulkind | Executive Director | — | ||
| Janice Rice | Board President | — | ||
| Laura Husbands | Board Member | — | ||
| Robert Tanaka | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LAURA SHULKIND | Executive Director | — | ||
| JANICE RICE | Board President | — | ||
| LAURA HUSBANDS | Board Member | — | ||
| ROBERT TANAKA | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 182 other orgs in CO with NTEE prefix A6.
Most-divergent component: financial score sits 29 points above the peer median (65 vs. 36).
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
- No individual risk drivers stand out. Overall score reflects component balance, not any single signal.
What would change this score
No specific high-impact levers identified — this org's score is balanced across components.
Improving governance is a board decision. These are the levers.