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 | — | 38 | Fragile | Recovery | |
| 2023 | Hidden | Hidden | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | — | 41 | Fragile | Recovery | |
| 2021 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | — | 50 | Fragile | Recovery | |
| 2019 | — | — | — | 37 | Financially Distressed | Decline Risk | |
| 2018 | — | — | — | 43 | Financially Distressed | Decline Risk | |
| 2017 | — | — | — | 49 | Fragile | Recovery | |
| 2016 | — | — | — | 37 | Fragile | Decline Risk | |
| 2015 | — | — | — | 43 | Fragile | Recovery | |
| 2014 | — | — | — | 25 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 42 | Fragile | Stable Watch | |
| 2012 | — | — | — | 43 | Fragile | Stable Watch | |
| 2011 | — | — | — | 43 | Fragile | Recovery | |
| 2010 | — | — | — | 35 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| RACHEL LOOTS | Board President | — | ||
| CHELSA OLSON | Board President | — | ||
| DENISE KAHLER | Secretary | — | ||
| URSUALA ROBERTS | Treasurer | — | ||
| JON DEYOUNG | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANNA JONES | Board President | — | ||
| DENISE KAHLER | Board President | — | ||
| JEAN BLACK | Secretary | — | ||
| CASSIE JORDISON | Treasurer | — | ||
| SHELLY NAPIER | Secretary | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 86 other orgs in IA with NTEE prefix A6.
Most-divergent component: financial score sits 14 points below the peer median (25 vs. 39).
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
- 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.