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 | Hidden | Hidden | — | 26 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | — | 23 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 38 | Fragile | Decline Risk | |
| 2020 | — | — | — | 24 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | — | 31 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 37 | Financially Distressed | Recovery | |
| 2011 | — | — | — | 35 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Judy Costlow | Vice President | — | ||
| Vicky Zillioux | Board President | — | ||
| Carolyn Haddock | Treasurer | — | ||
| Eileen Woodbury | Vice President | — | ||
| Paul Neuman | Vice President | — | ||
| Barbara Anderson-Acosta | Board President | — | ||
| Bill Swan | Secretary | — | ||
| Ginny White | Board Member | — | ||
| Shelly Brock | Board Member | — | ||
| Lucinda Surber | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Karen Henderson | Board President | — | ||
| Vicky Zillioux | Board President | — | ||
| Martha Baker | Treasurer | — | ||
| Eileen Woodbury | Vice President | — | ||
| Paul Neuman | Vice President | — | ||
| Barbara Anderson-Acosta | Vice President | — | ||
| Joan Punt | Secretary | — | ||
| Ginny White | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Karen Henderson | Board President | — | ||
| Victoria Zilloux | Board President | — | ||
| Martha Baker | Treasurer | — | ||
| Eileen Woodbury | Board President | — | ||
| Martin Diamond | Secretary | — | ||
| Barbara Anderson Acosta | Board President | — | ||
| Paul Neuman | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KAREN HENDERSON | Board President | — | ||
| MARTHA BAKER | Treasurer | — | ||
| MARTIN DIAMOND | Secretary | — | ||
| EILEEN WOODBURY | Vice President | — | ||
| BARBARA ANDERSON-ACOSTA | Vice President | — | ||
| ISABEL BECKER-HUDSON | Board President | — | ||
| GINNY WHITE | CORRESPONDING SECRETA | — | ||
| PAUL NEUMAN | MEMBERSHIP | — | ||
| LUCINDA SURBER | Board President | — | ||
| SUSAN ROYBAL | Board President | — | ||
| BILL SWAN | YOUTH NIGHTS | — | ||
| VICTORIA ZILLOUX | PRESIDENTELECT | — | ||
| SHELLY BROCK | Board President | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 51 other orgs in NM with NTEE prefix A6.
Most-divergent component: financial score sits 35 points below the peer median (10 vs. 45).
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.