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 | 1.4% | 55 | Fragile | Recovery | |
| 2023 | Hidden | Hidden | — | 44 | Fragile | Gov Risk | |
| 2022 | — | — | — | 47 | Fragile | Recovery | |
| 2021 | — | — | 30.3% | 23 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 0.3% | 32 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | 3.6% | 32 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | — | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Leslie Eisner | Board President | 0.6% of Rev | ||
| Darrell Hill | Board Member | 0.4% of Rev | ||
| Roger Woodcock | Web Master | 0.4% of Rev | ||
| John Campbell | Board Member | — | ||
| Richard L Hutchinson | Board Member | — | ||
| James May | Treasurer | — | ||
| Paul Hunn | Board President | — | ||
| Tim Mulroy | Chairman Of The Board | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Leslie Eisner | Board President | 1.3% of Rev | ||
| Roger Woodcock | Web Master | 0.6% of Rev | ||
| Darrell Hill | Board Member | 0.6% of Rev | ||
| Paul Hunn | Board Member | — | ||
| Richard L Hutchinson | Board Member | — | ||
| John Campbell | Treasurer | — | ||
| Robert Berman | Chairman Of The Board | — | ||
| James May | Vice Chairman Temp Secretar | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Roger Woodcock | Board Member | 0.0% of Rev | ||
| Darrell Hill | Board Member | — | ||
| Paul Hunn | Board Member | — | ||
| Richard L Hutchinson | Board Member | — | ||
| Leslie Eisner | Board President | — | ||
| John Campbell | Treasurer | — | ||
| Robert Berman | Chairman Of The Board | — | ||
| Katherine Young | Secretary | — | ||
| Jim May | Vice Chairman Of The Board | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Leslie Eisner | Interim PresidentArtistic Di | 0.4% of Rev | ||
| Roger Woodcock | Board Member | 0.1% of Rev | ||
| Darrell Hill | Board Member | 0.1% of Rev | ||
| Katherine Young | Secretary | 0.1% of Rev | ||
| Robin Preiss Glasser | Board Member | — | ||
| Paul Hunn | Board Member | — | ||
| Richard L Hutchinson | Board Member | — | ||
| Thomas Perrin | Board Member | — | ||
| Robert Berman | Chairman Of The Board | — | ||
| John Campbell | Treasurer | — | ||
| Jim May | Vice Chairman Of The Board | — |
Score breakdown
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 1.4% sits within the sector's healthy band (18–22%).
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.