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 | 10.4% | 27 | Critical Intervention Needed | Decline Risk | |
| 2023 | — | — | 5.5% | 35 | Fragile | Recovery | |
| 2022 | — | — | 15.2% | 22 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 50 | Fragile | Recovery | |
| 2020 | — | — | — | 36 | Financially Distressed | Recovery | |
| 2019 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 33 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 33 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 33 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 33 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ROGER KALIA | Board Member | 10.4% of Rev | ||
| FRED SCHOLDER | Board President | — | ||
| ALI MOGHAREI | Board President | — | ||
| DEE MENZIES | Board President | — | ||
| GEORGE COLLINS | Board Member | — | ||
| ELISA WARFORD | Board Member | — | ||
| MIMI YU | Treasurer | — | ||
| RAYMOND KNAPP | Secretary | — | ||
| PATRICIA JOHNSTON | Board Member | — | ||
| DAVID HOULDSWORTH | Secretary | — | ||
| CINDY BANDEL | Executive Director | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ROGER KALIA | Board Member | 9.5% of Rev | ||
| MAGGIE KHARRAZI | Board Member | — | ||
| ALI MOGHAREI | Board Member | — | ||
| CINDY BANDEL | Executive Director | — | ||
| DEE MENZIES | Board President | — | ||
| GEORGE COLLINS | Board Member | — | ||
| LISA KOHORN | Board Member | — | ||
| MIMI YU | Board President | — | ||
| RAYMOND KNAPP | Treasurer | — | ||
| PAT JOHNSTON | Board Member | — | ||
| FRED SCHOLDER | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GEORGE COLLINS | Board Member | — | ||
| PATRICIA JOHNSTON | Board Member | — | ||
| MAGGIE KHARRAZI | Board Member | — | ||
| LISA KOHORN | Board Member | — | ||
| ALI MOGHAREI | Board Member | — | ||
| FRED SCHOLDER | Board Member | — | ||
| ROGER KALIA | Board Member | — | ||
| CINDY BANDEL | Board President | — | ||
| RAYMOND KNAPP | Treasurer | — | ||
| DEE MENZIES | Board President | — | ||
| MIMI YU | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GEORGE COLLINS | Board Member | — | ||
| PATRICIA JOHNSTON | Board Member | — | ||
| MAGGIE KHARRAZI | Board Member | — | ||
| LISA KOHORN | Board Member | — | ||
| ALI MOGHAREI | Board Member | — | ||
| FRED SCHOLDER | Board Member | — | ||
| CINDY BANDEL | Board President | — | ||
| RAYMOND KNAPP | Treasurer | — | ||
| DEE MENZIES | Board President | — | ||
| MIMI YU | Board President | — |
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: financial score sits 28 points below the peer median (5 vs. 33).
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 10.4% sits within the sector's healthy band (18–22%).
- 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.