Mission Drift
Mission Drift
Market
Archetype
Mechanical
Natural
Tier
Priority Review
Trajectory Thumbprint
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.
The Lodestar
Institutional Health Scores
5-yr trend: Mission Drift ↑
Overall
41
Score
Governance
45
Score
Financial
25
Score
Program
60
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
Financial Era
Governance Era
Trajectory Era
Mission Drift
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 18.4% | 41 | Fragile | Recovery | |
| 2022 | — | — | 27.6% | 30 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 17.5% | 45 | Fragile | Recovery | |
| 2020 | — | — | 33.2% | 30 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | 27.2% | 34 | Critical Intervention Needed | Gov Risk | |
| 2018 | — | — | 18.6% | 37 | Fragile | Recovery | |
| 2017 | — | — | 22.9% | 35 | Fragile | Recovery | |
| 2016 | — | — | 21.6% | 29 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 21.8% | 28 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 22.5% | 24 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 32.9% | 21 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 15.6% | 33 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | 15.6% | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Christina Lazo | Board Member | 19.7% of Rev | ||
| MCKAY ELWOOD | ASSOCIATE DIR. | 10.0% of Rev | ||
| STEPHANY RODRIQUEZ | Secretary | — | ||
| KATIE DARLING | Board Member | — | ||
| NAOMI RUDOLPH | Board Member | — | ||
| GREG CALLAGHAN | Board Member | — | ||
| NIC MARCHESO | Board Member | — | ||
| MARGOT SCHMORAK | Board President | — | ||
| MICHAEL RICH | Treasurer | — | ||
| CYNTHIA BAZLAMIT | Board Member | — | ||
| REBECCA CHARNAS GRANT | Board Member | — | ||
| BETH TEAGUE | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Christina Lazo | Board Member | 18.4% of Rev | ||
| Todd Parent | Board Member | — | ||
| MARGOT SCHMORAK | Board President | — | ||
| Michael Rich | Treasurer | — | ||
| CHLOE LUKINS | Board Member | — | ||
| VICTORIA NASSI | Board Member | — | ||
| Christie Stokes | Board President | — | ||
| STEPHANY RODRIQUEZ | Secretary | — | ||
| Stan Ades | Treasurer | — | ||
| KATIE DARLING | Board Member | — | ||
| Teresa Backman | Secretary | — | ||
| CAROLYN MILLER | Board Member | — | ||
| Greg Callaghan | Board Member | — | ||
| KRISTIN HARAD | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Christina Lazo | Board Member | 15.6% of Rev | ||
| STEPHANY RODRIQUEZ | Board Member | — | ||
| Stan Ades | Treasurer | — | ||
| Teresa Backman | Secretary | — | ||
| CAROLYN MILLER | Board Member | — | ||
| Greg Callaghan | Board Member | — | ||
| KRISTIN HARAD | Board Member | — | ||
| Todd Parent | Board Member | — | ||
| Michael Rich | Board President | — | ||
| CHLOE LUKINS | Board Member | — | ||
| VICTORIA NASSI | Board Member | — | ||
| Christie Stokes | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Christina Lazo | Board Member | 13.4% of Rev | ||
| Christina Lazo | General Directo | 13.0% of Rev | ||
| MICHELLE SHANNON | Board Member | 5.7% of Rev | ||
| Stan Ades | Treasurer | — | ||
| WENDY ZACHARY | Board Member | — | ||
| Teresa Backman | Secretary | — | ||
| CAROLYN MILLER | Board Member | — | ||
| Greg Callaghan | Board Member | — | ||
| KRISTIN HARAD | Board Member | — | ||
| Todd Parent | Board Member | — | ||
| Michael Rich | Board President | — | ||
| CHLOE LUKINS | Board Member | — | ||
| VICTORIA NASSI | Board Member | — | ||
| Barbara D'Aloisio | Board Member | — | ||
| Christie Stokes | Board President | — | ||
| Stan Ades | Treasurer | — | ||
| WENDY ZACHARY | Board Member | — | ||
| Teresa Backman | Secretary | — | ||
| CAROLYN MILLER | Board Member | — | ||
| Greg Callaghan | Board Member | — | ||
| KRISTIN HARAD | Board Member | — | ||
| Todd Parent | Board Member | — | ||
| Michael Rich | Board President | — | ||
| CHLOE LUKINS | Board Member | — | ||
| VICTORIA NASSI | Board Member | — | ||
| Barbara D'Aloisio | Board Member | — | ||
| Christie Stokes | Board President | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
25 / 100
weight 40%
Governance risk
45 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
41 / 100
Priority Review
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 29 points above the peer median (60 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 18.4% sits within the sector's healthy band (18–22%).
- 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.