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 |
|---|---|---|---|---|---|---|---|
| 2023 | — | — | — | 24 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 34.5% | 37 | Governance-Stressed | Gov Risk | |
| 2021 | — | — | 47.7% | 33 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 27.7% | 48 | Governance-Stressed | Recovery | |
| 2019 | — | — | 29.1% | 34 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 37 | Fragile | Decline Risk | |
| 2016 | — | — | — | 41 | Fragile | Recovery | |
| 2015 | — | — | — | 33 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 33 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 47 | Fragile | Recovery | |
| 2011 | — | — | — | 37 | Fragile | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Craig Bond | Artistic Director | 31.1% of Rev | ||
| Craig Bond | Artistic Director | 29.8% of Rev | ||
| Melissa Bond | Board Member | 6.3% of Rev | ||
| Melissa Bond | Board Member | 2.3% of Rev | ||
| Connie Prim | Secretary | 0.8% of Rev | ||
| Connie Prim | Secretary | 0.7% of Rev | ||
| Jessie Freeman | Treasurer | 0.7% of Rev | ||
| Bill Phelps | Board President | — | ||
| Shannon Kuleto | Board Member | — | ||
| Dorothy Mondavi | Board Member | — | ||
| Dawnine Dyer | Board Member | — | ||
| William Martin | Board Member | — | ||
| Patricia Saldivar Cordano | Board Member | — | ||
| Jessie Freeman | Treasurer | — | ||
| Larry Bettinelli | Board Member | — | ||
| Henry Gundling | Board Member | — | ||
| Bill Phelps | Board President | — | ||
| Shannon Kuleto | Board Member | — | ||
| Dorothy Mondavi | Board Member | — | ||
| Dawnine Dyer | Board Member | — | ||
| William Martin | Board Member | — | ||
| Patricia Saldivar Cordano | Board Member | — | ||
| Larry Bettinelli | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Craig Bond | Artistic Director | 31.1% of Rev | ||
| Craig Bond | Artistic Director | 20.7% of Rev | ||
| Connie Prim | Secretary | 2.2% of Rev | ||
| Connie Prim | Secretary | 0.5% of Rev | ||
| Bill Phelps | Board President | — | ||
| Shannon Kuleto | Board Member | — | ||
| Dorothy Mondavi | Board Member | — | ||
| Dawnine Dyer | Board Member | — | ||
| Melissa Bond | Board Member | — | ||
| William Martin | Board Member | — | ||
| Patricia Saldivar Cordano | Board Member | — | ||
| Christopher Meineke | Treasurer | — | ||
| Larry Bettinelli | Board Member | — | ||
| Henry Gundling | Board Member | — | ||
| Bill Phelps | Board President | — | ||
| Shannon Kuleto | Board Member | — | ||
| Dorothy Mondavi | Board Member | — | ||
| Dawnine Dyer | Board Member | — | ||
| Melissa Bond | Board Member | — | ||
| William Martin | Board Member | — | ||
| Patricia Saldivar Cordano | Board Member | — | ||
| Christopher Meineke | Treasurer | — | ||
| Larry Bettinelli | Board Member | — | ||
| Henry Gundling | Board Member | — |
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 17 points below the peer median (15 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.
Overall score has gone from 34 → 24 over 5 years (declining by 10 points). A multi-year directional move of this magnitude is a signal worth investigating.
What's driving this score
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- 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:
- Build cash reserves to at least 3 months of operating expenses — moves financial resilience score meaningfully (~10 points).
Improving governance is a board decision. These are the levers.