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 | — | |
| 2023 | — | — | — | 48 | Fragile | Decline Risk | |
| 2022 | — | — | — | 59 | Fragile | Recovery | |
| 2021 | — | — | — | 34 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | — | 41 | Financially Distressed | Recovery | |
| 2019 | — | — | 0.9% | 38 | Fragile | Recovery | |
| 2018 | — | — | 1.5% | 45 | Fragile | Stable Watch | |
| 2017 | — | — | 3.6% | 45 | Fragile | Recovery | |
| 2016 | — | — | — | 42 | Fragile | Recovery | |
| 2015 | — | — | — | 36 | Financially Distressed | Stable Watch | |
| 2014 | — | — | — | 36 | Financially Distressed | Recovery | |
| 2013 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | — | 32 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DEBBIE SHAPIRO | EXECUTIVE DI | 9.5% of Rev | ||
| ROD HENDRY | Treasurer | — | ||
| NANCY TAPICK | Board President | — | ||
| HAL ASHER | Board Member | — | ||
| MICHAEL KNIGHTEN | Board Member | — | ||
| RAJU MEHTA | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PATRICK EVANS | VICE PRESIDE | — | ||
| ROD HENDRY | Treasurer | — | ||
| NANCY TAPICK | Board President | — | ||
| HAL ASHER | Board Member | — | ||
| MICHAEL KNIGHTEN | Board Member | — | ||
| RAJU MEHTA | Board Member | — | ||
| GEORGE NASCI SINATRA | Board Member | — | ||
| PATRICK EVANS | VICE PRESIDE | — | ||
| ROD HENDRY | Treasurer | — | ||
| NANCY TAPICK | Board President | — | ||
| HAL ASHER | Board Member | — | ||
| MICHAEL KNIGHTEN | Board Member | — | ||
| RAJU MEHTA | Board Member | — | ||
| GEORGE NASCI SINATRA | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 1,425 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
- No individual risk drivers stand out. Overall score reflects component balance, not any single signal.
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.