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 |
|---|---|---|---|---|---|---|---|
| 2023 | — | — | 22.7% | 28 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | — | 46 | Financially Distressed | Recovery | |
| 2021 | — | — | — | 45 | Fragile | Recovery | |
| 2020 | — | — | — | 26 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | — | 38 | Financially Distressed | Recovery | |
| 2018 | — | — | — | 55 | Fragile | Recovery | |
| 2017 | — | — | — | 45 | Fragile | Recovery | |
| 2016 | — | — | — | 31 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 37 | Financially Distressed | Stable Watch | |
| 2013 | — | — | — | 37 | Financially Distressed | Stable Watch | |
| 2012 | — | — | — | 37 | Financially Distressed | Recovery | |
| 2011 | — | — | — | 33 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BLAIR WILEY | Board President | — | ||
| MARK A WILSON | Board President | — | ||
| TERRILEE WILSON | Secretary | — | ||
| MARK A WILSON | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BLAIR WILEY | Board President | — | ||
| JUDY OSPITAL | Secretary | — | ||
| JOE DINNOCENZO | Treasurer | — | ||
| EMILY GRAHAM | BOX OFFICE MGR. | — | ||
| BLAIR WILEY | Board President | — | ||
| JUDY OSPITAL | Secretary | — | ||
| JOE DINNOCENZO | Treasurer | — | ||
| EMILY GRAHAM | BOX OFFICE MGR. | — |
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 18 points below the peer median (15 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.
Overall score has gone from 38 → 28 over 5 years (declining by 10 points). A multi-year directional move of this magnitude is a signal worth investigating.
What's driving this score
- Comp-to-revenue ratio of 22.7% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- 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.