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 | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | — | 52 | Fragile | Recovery | |
| 2021 | — | — | — | 51 | Fragile | Recovery | |
| 2020 | — | — | — | 28 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | — | 37 | Financially Distressed | Decline Risk | |
| 2018 | — | — | — | 39 | Financially Distressed | Decline Risk | |
| 2017 | — | — | — | 45 | Financially Distressed | Recovery | |
| 2016 | — | — | — | 37 | Financially Distressed | Decline Risk | |
| 2015 | — | — | — | 39 | Financially Distressed | Recovery | |
| 2014 | — | — | — | 37 | Financially Distressed | Stable Watch | |
| 2013 | — | — | — | 37 | Financially Distressed | Stable Watch | |
| 2012 | — | — | — | 41 | Financially Distressed | Recovery | |
| 2011 | — | — | — | 37 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PEDRO ACOSTA | Board Member | 4.4% of Rev | ||
| MERCEDES ROJAS | Board Member | 0.2% of Rev | ||
| KARL SINGLETARY | Board Member | — | ||
| ANDREW J ATCHISON | Board Member | — | ||
| MARSHALL KAUFMAN | Board Member | — | ||
| DOMINIQUE ATCHISON | Board President | — | ||
| HARRY ELDEN | Treasurer | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| D ATCHISON | Board President | — | ||
| KARL SINGLETARY | Board Member | — | ||
| HARRY ELDEN | Treasurer | — | ||
| ANDREW J ATCHISON | Board Member | — | ||
| PEDRO ACOSTA | Board Member | — | ||
| MERCEDES ROJAS | Board Member | — | ||
| MARSHALL KAUFMAN | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| D ATCHISON | Board President | — | ||
| KARL SINGLETARY | Board Member | — | ||
| HARRY ELDEN | Treasurer | — | ||
| ANDREW J ATCHISON | Board Member | — | ||
| PEDRO ACOSTA | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 244 other orgs in FL with NTEE prefix A6.
Most-divergent component: financial score sits 15 points below the peer median (15 vs. 30).
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
- 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:
- 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.