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 | — | — | 17.1% | 43 | Fragile | Recovery | |
| 2022 | — | — | 30.7% | 19 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 64.8% | 17 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 15.5% | 39 | Fragile | Recovery | |
| 2018 | — | — | — | 38 | Financially Distressed | Decline Risk | |
| 2017 | — | — | 34.5% | 19 | Critical Intervention Needed | Gov Risk | |
| 2016 | — | — | 26.5% | 24 | Critical Intervention Needed | Gov Risk | |
| 2015 | — | — | 26.0% | 28 | Critical Intervention Needed | Gov Risk | |
| 2014 | — | — | 27.0% | 32 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 19.5% | 33 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 16.7% | 29 | Critical Intervention Needed | Decline Risk | |
| 2010 | — | — | 22.4% | 39 | Fragile | Gov Risk | |
| 2009 | — | — | — | 61 | Stable | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LONA L VELASCO | Board President | — | ||
| MIKE FLANAGGEN | Secretary | — | ||
| BRIANNA HERNANDEZ | Treasurer | — | ||
| HARVEY HELD | Board Member | — | ||
| ADAM WHITE | Board Member | — | ||
| ROSANA LAZCANO | Board Member | — | ||
| MELISSA SOBERALSKI | Board Member | — | ||
| COLLEEN CAMPBELL | Board Member | — | ||
| CK LEDESMA | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LONA L VELASCO | Board President | — | ||
| MIKE FLANAGGEN | Secretary | — | ||
| BRIANNA HERNANDEZ | Treasurer | — | ||
| BENJAMIN JUAREZ | Board Member | — | ||
| JORDAN MENDEZ | Board Member | — | ||
| HARVEY HELD | Board Member | — | ||
| KATIE MULLEN | Board Member | — | ||
| KIM STORAGE | Board Member | — | ||
| ADAM WHITE | Board Member | — | ||
| ROSANA LAZCANO | 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 WI with NTEE prefix A6.
Most-divergent component: governance score sits 20 points below the peer median (45 vs. 65).
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 17.1% 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- 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.