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 | 8.1% | 48 | Fragile | Recovery | |
| 2022 | — | — | 10.4% | 36 | Financially Distressed | Decline Risk | |
| 2021 | — | — | 2.2% | 51 | Fragile | Recovery | |
| 2020 | — | — | 5.8% | 40 | Financially Distressed | Recovery | |
| 2019 | — | — | 8.4% | 34 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 8.8% | 40 | Financially Distressed | Decline Risk | |
| 2017 | — | — | 7.3% | 44 | Fragile | Stable Watch | |
| 2016 | — | — | 6.4% | 44 | Fragile | Stable Watch | |
| 2015 | — | — | 5.1% | 44 | Fragile | Stable Watch | |
| 2014 | — | — | 5.9% | 44 | Fragile | Recovery | |
| 2013 | — | — | 12.6% | 37 | Fragile | Recovery | |
| 2012 | — | — | 6.0% | 36 | Financially Distressed | Decline Risk | |
| 2011 | — | — | 8.8% | 40 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHRIS MELODY FIELDS FIGUEREDO | Executive Director | Hidden | ||
| JANE NORMAN | CHIEF OF STAFF | Hidden | ||
| CAROLINE AVAKIAN | Board Member | Hidden | ||
| ELIZABETH SCHILLING | Board Member | Hidden | ||
| VICTORIA WARD | Treasurer | Hidden | ||
| KENNY DIGGS | Board President | — | ||
| SARAH STANDIFORD | Treasurer | — | ||
| ANDREA MARTA | Secretary | — | ||
| BRANDON BOSWELL | Board Member | — | ||
| NADIA BELKIN | Board Member | — | ||
| JENNIFER EPPS-ADDISON | Board Member | — | ||
| DAKOTA HALL | Board Member | — | ||
| DESMOND MEADE | Board Member | — | ||
| JAKE OLSON | Board Member | — | ||
| RUTH STEINMETZ | Board Member | — | ||
| BECCA UHERBELAU | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHRIS MELODY FIELDS FIGUEREDO | Executive Director | Hidden | ||
| KENNY DIGGS | Board President | — | ||
| SARAH STANDIFORD | Treasurer | — | ||
| BRANDON BOSWELL | Board Member | — | ||
| NADIA BELKIN | Board Member | — | ||
| JENNIFER EPPS-ADDISON | Board Member | — | ||
| LARA GRANICH | Board Member | — | ||
| ANDREA MARTA | Board Member | — | ||
| DESMOND MEADE | Board Member | — | ||
| TOMAS ROBLES | Board Member | — | ||
| SUZANNE RUECKER | Board Member | — | ||
| GAIL STOLTZ | Board Member | — | ||
| BECCA UHERBELAU | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHRIS MELODY FIELDS FIGUEREDO | Executive Director | Hidden | ||
| BRANDON BOSWELL | Board President | — | ||
| SARAH STANDIFORD | Treasurer | — | ||
| DOUG BURNETT | Secretary | — | ||
| KENNY DIGGS | Secretary | — | ||
| NADIA BELKIN | Board Member | — | ||
| RICK DE LA FUENTE | Board Member | — | ||
| JENNIFER EPPS-ADDISON | Board Member | — | ||
| LARA GRANICH | Board Member | — | ||
| JOHN LOREDO | Board Member | — | ||
| ANDREA MARTA | Board Member | — | ||
| DESMOND MEADE | Board Member | — | ||
| TOMAS ROBLES | Board Member | — | ||
| SUZANNE RUECKER | Board Member | — | ||
| GAIL STOLTZ | Board Member | — | ||
| BECCA UHERBELAU | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 56 other orgs in DC with NTEE prefix A6.
Most-divergent component: program score sits 17 points above the peer median (60 vs. 43).
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 8.1% sits within the sector's healthy band (18–22%).
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.