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 | — | — | — | 41 | Financially Distressed | Recovery | |
| 2022 | — | — | 64.8% | 20 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 29.6% | 34 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | — | 37 | Fragile | Recovery | |
| 2017 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 45 | Fragile | Recovery | |
| 2014 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 45 | Fragile | Recovery | |
| 2012 | — | — | — | 33 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 31 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Scott A Cook | Executive Director | — | ||
| James F Beck | Vice President | — | ||
| Barbara Anderson | Treasurer | — | ||
| Jennifer Roman | PRODUCTION MANAGER | — | ||
| Abelardo Gonzales | COMPANY MANAGER | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Scott A Cook | Executive Director | 284.9% of Rev | ||
| Scott A Cook | Executive Director | 201.2% of Rev | ||
| Abelardo Gonzales | COMPANY MANAGER | 167.3% of Rev | ||
| Abelardo Gonzales | COMPANY MANAGER | 144.9% of Rev | ||
| Jennifer Roman | PRODUCTION MANAGER | 108.7% of Rev | ||
| Jennifer Roman | PRODUCTION MANAGER | 22.1% of Rev | ||
| James F Beck | Vice President | — | ||
| Barbara Anderson | Treasurer | — | ||
| James F Beck | Vice President | — | ||
| Barbara Anderson | Treasurer | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 244 other orgs in FL with NTEE prefix A6.
Most-divergent component: program score sits 27 points below the peer median (5 vs. 32).
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.
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.