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 | — | — | 15.8% | 46 | Governance-Stressed | Gov Risk | |
| 2022 | — | — | 11.8% | 48 | Fragile | Gov Risk | |
| 2021 | — | — | — | 56 | Fragile | Decline Risk | |
| 2020 | — | — | — | 60 | Stable | Stable Watch | |
| 2019 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | — | 37 | Fragile | Recovery | |
| 2017 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 47 | Fragile | Recovery | |
| 2015 | — | — | — | 41 | Fragile | Stable Watch | |
| 2014 | — | — | — | 41 | Fragile | Decline Risk | |
| 2013 | — | — | — | 45 | Fragile | Recovery | |
| 2012 | — | — | — | 27 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARK HERRIER | Executive Dir. | 36.1% of Rev | ||
| CHRIS AMES | Board Member | — | ||
| BRANDON BRIDGE | Board Member | — | ||
| JULIE SCHNERINGER | Board Member | — | ||
| HEATHER BEDFORD | Board Member | — | ||
| MIKE SEWALL | Board Member | — | ||
| MARY SHARP | Treasurer | — | ||
| ANNE RAMSEY | Secretary | — | ||
| BARBARA SATTERFIELD | Board President | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARK HERRIER | Executive Dir. | 12.2% of Rev | ||
| CHRIS AMES | Board Member | — | ||
| BRANDON BRIDGE | Board Member | — | ||
| KAREN HAUENSTEIN | Board Member | — | ||
| JULIE SCHNERINGER | Board Member | — | ||
| HEATHER BEDFORD | Board Member | — | ||
| MIKE SEWALL | Board Member | — | ||
| MARY SHARP | Treasurer | — | ||
| ANNE RAMSEY | Secretary | — | ||
| BARBARA SATTERFIELD | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHRIS AMES | Board Member | — | ||
| BRANDON BRIDGE | Board Member | — | ||
| KAREN HAUENSTEIN | Board Member | — | ||
| JULIE SCHNERINGER | Board Member | — | ||
| HEATHER BEDFORD | Board Member | — | ||
| JASON VILLALOBOS | Board Member | — | ||
| MARY SHARP | Treasurer | — | ||
| MARK HERRIER | Executive Dir. | — | ||
| ANNE RAMSEY | Secretary | — | ||
| BARBARA SATTERFIELD | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARY SHARP | Treasurer | — | ||
| CHRIS AMES | Board Member | — | ||
| MARK HERRIER | Executive Dir. | — | ||
| ANNE RAMSEY | Secretary | — | ||
| BRANDON BRIDGE | Board Member | — | ||
| KAREN HAUENSTEIN | Board Member | — | ||
| KATHLEEN JANATSCH | Board Member | — | ||
| JULIE SCHNERINGER | Board Member | — | ||
| MICHELLE BALL | Board Member | — | ||
| BARBARA SATTERFIELD | Board President | — | ||
| HEATHER BEDFORD | Board Member | — | ||
| JASON VILLALOBOS | Board Member | — | ||
| JAY SALZBURG | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 1,424 other orgs in CA 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 15.8% sits within the sector's healthy band (18–22%).
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).
Improving governance is a board decision. These are the levers.