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 | — | — | — | 38 | Financially Distressed | Decline Risk | |
| 2023 | Hidden | Hidden | 15.3% | 28 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 14.8% | 32 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 41.5% | 51 | Governance-Stressed | Gov Risk | |
| 2020 | — | — | 20.2% | 24 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | 6.8% | 36 | Financially Distressed | Recovery | |
| 2018 | — | — | 11.3% | 35 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 39 | Fragile | Recovery | |
| 2015 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 45 | Fragile | Recovery | |
| 2013 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 44 | Financially Distressed | Stable Watch | |
| 2011 | — | — | — | 41 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARC MOFFETT | Board President | — | ||
| BARB ROSS | Board President | — | ||
| LARRY SNYDER | Secretary | — | ||
| CELINE TELLEZ | Treasurer | — | ||
| SCOTT LUCAS | Board Member | — | ||
| MONIQUE FOSTER | Executive Director | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SUSAN YASENKA | Executive Director | 16.7% of Rev | ||
| BARB ROSS | Board President | — | ||
| GEORGINA LAVERY | Board President | — | ||
| DENISE COOPER | Treasurer | — | ||
| LARRY HILL | Secretary | — | ||
| ORLANDO PADILLA | Board Member | — | ||
| CARMEN RUSTENBECK | Board Member | — | ||
| MARC MOFFETT | Board Member | — | ||
| MICHAEL CHANG | Board Member | — | ||
| LAURA SELF | Board Member | — | ||
| SCOTT LUCAS | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BARB ROSS | Board President | — | ||
| ROBERT PALACIOS | Board President | — | ||
| DENISE COOPER | Treasurer | — | ||
| LARRY HILL | Secretary | — | ||
| ORLANDO PADILLA | Board Member | — | ||
| GEORGINA LAVERY | Board Member | — | ||
| DEBRA MARKS | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DEBRA MARKS | Executive Director | 7.5% of Rev | ||
| BARB ROSS | Board President | — | ||
| MERNIE BURDEN | Board President | — | ||
| DENISE COOPER | Treasurer | — | ||
| LARRY HILL | Secretary | — | ||
| JAMES GERWELS | Board Member | — | ||
| ORLANDO PADILLA | Board Member | — | ||
| ROBERT PALACIOS | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 52 other orgs in NM with NTEE prefix A6.
Most-divergent component: financial score sits 29 points below the peer median (15 vs. 44).
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
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- 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.