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 | 2.0% | 45 | Fragile | Decline Risk | |
| 2023 | Hidden | Hidden | 8.2% | 32 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 4.6% | 45 | Fragile | Gov Risk | |
| 2021 | — | — | 16.8% | 28 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 3.6% | 28 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 4.6% | 36 | Fragile | Recovery | |
| 2018 | — | — | 1.5% | 38 | Financially Distressed | Recovery | |
| 2017 | — | — | 1.6% | 34 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | 1.4% | 34 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 51 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KATHLEEN NOBLIN | Executive Dir. | 2.0% of Rev | ||
| WENDY ULLRICH | Board President | — | ||
| CHERYL SILLS | Secretary | — | ||
| DENISE GRIMM | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KATHLEEN NOBLIN | Executive Dir. | 2.4% of Rev | ||
| MICHELLE PARCHER | Executive Director | — | ||
| CHERYL SILLS | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KATHLEEN NOBLIN | Executive Dir. | 3.6% of Rev | ||
| KATHLEEN NOBLIN | Executive Dir. | 2.4% of Rev | ||
| MICHELLE PARCHER | Executive Director | — | ||
| CHERYL SILLS | Secretary | — | ||
| PAMELA REINIG | Board President | — | ||
| MICHELLE PARCHER | Executive Director | — | ||
| NORBERT TAN | Treasurer | — |
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: program score sits 14 points above the peer median (45 vs. 31).
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 2.0% sits within the sector's healthy band (18–22%).
What would change this score
No specific high-impact levers identified — this org's score is balanced across components.
Improving governance is a board decision. These are the levers.