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 | — | 42 | Financially Distressed | Recovery | |
| 2023 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | — | 48 | Fragile | Recovery | |
| 2021 | — | — | — | 44 | Fragile | Recovery | |
| 2020 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | — | 46 | Fragile | Recovery | |
| 2018 | — | — | — | 43 | Fragile | Recovery | |
| 2017 | — | — | — | 37 | Financially Distressed | Decline Risk | |
| 2016 | — | — | — | 41 | Financially Distressed | Decline Risk | |
| 2015 | — | — | — | 47 | Fragile | Recovery | |
| 2014 | — | — | — | 43 | Fragile | Recovery | |
| 2013 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 43 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Kelly Coleman | Board President | — | ||
| Patricia Garcia | Secretary | — | ||
| Amy Stacy | Treasurer | — | ||
| Larc Lancet | Board President | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BEN BOURNE | Treasurer | — | ||
| DEBORAH FOLB | Board President | — | ||
| Stephanie Schoen | Board President | — | ||
| GENEVA FONCANNON | Secretary | — | ||
| KAREN GARDIS | Board Member | — | ||
| Jennifer Nachmanoff | Board President | — | ||
| Brendan Del Favero | Secretary | — | ||
| Michael Clayton | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Meody Ewey | Board President | — | ||
| DEBORAH FOLB | Board President | — | ||
| Stephanie Schoen | Treasurer | — | ||
| Maria Rea | Secretary | — | ||
| KAREN GARDIS | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TARA DIEL | Board President | — | ||
| DEBORAH FOLB | Secretary | — | ||
| KAREN FEE | Treasurer | — | ||
| KAREN FINGERMAN | Board President | — | ||
| KAREN GARDIS | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 830 other orgs in CA with NTEE prefix A6.
Most-divergent component: program score sits 16 points below the peer median (15 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.
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.