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 | — | — | — | 39 | Fragile | Recovery | |
| 2022 | — | — | 16.1% | 33 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 17.6% | 29 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 18.0% | 47 | Fragile | Recovery | |
| 2019 | — | — | — | 31 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 19.8% | 33 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 39 | Financially Distressed | Decline Risk | |
| 2013 | — | — | — | 47 | Fragile | Recovery | |
| 2012 | — | — | — | 37 | Financially Distressed | Recovery | |
| 2011 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2010 | — | — | 14.9% | 39 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MAO HER | VISUAL ARTS | — | ||
| MAIKANG LEE | Treasurer | — | ||
| TOU THAI LEE | Board President | — | ||
| VANH THAO | Treasurer | — | ||
| YEE THAO | EXECUTIVE DI | — | ||
| PETE YANG | Board President | — | ||
| YOUA YANG | EDUCATION | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Yee Thao | Executive Director | 17.2% of Rev | ||
| Yue Lor | Board President | — | ||
| Pete Yang | Secretary | — | ||
| Yer Her | Board Member | — | ||
| Vanh Thao | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Yee Thao | Executive Director | 16.6% of Rev | ||
| Yue Lor | Board President | 0.5% of Rev | ||
| Peter Chang | Treasurer | 0.5% of Rev | ||
| Sri Thao | Board Member | 0.3% of Rev | ||
| Yeej Hawj | Secretary | 0.2% of Rev | ||
| Yer Moua | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Yee S Thao | Executive Director | 13.8% of Rev | ||
| Yue Lor | Board President | — | ||
| Peter Chang | Treasurer | — | ||
| Yeej Hawj | Secretary | — | ||
| Vanh Thao | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 256 other orgs in MN with NTEE prefix A6.
Most-divergent component: financial score sits 26 points below the peer median (25 vs. 51).
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.
- Two consecutive years of deficit spending.
- 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).
- 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.