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 | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | — | 32 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 36 | Financially Distressed | Decline Risk | |
| 2020 | — | — | — | 60 | Fragile | Recovery | |
| 2019 | — | — | — | 43 | Financially Distressed | Decline Risk | |
| 2018 | — | — | — | 47 | Fragile | Recovery | |
| 2017 | — | — | — | 41 | Financially Distressed | Decline Risk | |
| 2016 | — | — | — | 51 | Fragile | Recovery | |
| 2015 | — | — | — | 39 | Financially Distressed | Stable Watch | |
| 2014 | — | — | — | 35 | Financially Distressed | Recovery | |
| 2013 | — | — | — | 21 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 25 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 43 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ROBERT KRAMER | Board President | — | ||
| JIM SOHRE | Board Member | — | ||
| NICOLE HARRIS | Secretary | — | ||
| ANITA MURRAY | Board President | — | ||
| CHRISTOPHER MURRAY | Treasurer | — | ||
| WILLIAM SCHRODER | Board Member | — | ||
| SHIRLEY KRAMER | Board Member | — | ||
| ALFONSE ANDERSON | Board Member | — | ||
| RICHARD KRAVCHAK | Board Member | — | ||
| ALVIDA LANE | Board Member | — | ||
| TERI RAVEN | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ROBERT KRAMER | Board President | — | ||
| JIM SOHRE | Board Member | — | ||
| NICOLE HARRIS | Secretary | — | ||
| ANITA MURRAY | Board President | — | ||
| CHRISTOPHER MURRAY | Treasurer | — | ||
| WILLIAM SCHRODER | Board Member | — | ||
| SHIRLEY KRAMER | Board Member | — | ||
| ALFONSE ANDERSON | Board Member | — | ||
| RICHARD KRAVCHAK | Board Member | — | ||
| ALVIDA LANE | Board Member | — | ||
| TERI RAVEN | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| WILLIAM SCHRODER | Board President | — | ||
| JIM SOHRE | Board Member | — | ||
| NICOLE HARRIS | Secretary | — | ||
| CHRISTOPHER AND ANITA MURRAY | SUSTAINING TRUSTEES | — | ||
| GREGORY GORDILLO | Board Member | — | ||
| ALVIDA LANE | Board Member | — | ||
| RICHARD KRAVCHAK | Board Member | — | ||
| ALFONSE ANDERSON | Board Member | — | ||
| TERI RAVEN | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JAMES SOHRE | Treasurer | — | ||
| TERENCE DAVIS | Board Member | — | ||
| RICHARD KRAVCHAK | Board Member | — | ||
| GREGORY GORDILLO | Board Member | — | ||
| ANITA MURRAY | Board Member | — | ||
| ALPHONSE ANDERSON | Board Member | — | ||
| ALEXANDRIA LE | Board Member | — | ||
| ALVIDA LANE | HISTORIAN | — | ||
| SHERONDA MCKEE-DOLLAR | Secretary | — | ||
| CHRISTOPHER MURRAY | Board Member | — | ||
| PAXTON FLEMING | Board President | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 27 other orgs in NV with NTEE prefix A6.
Most-divergent component: financial score sits 31 points below the peer median (0 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
- 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.