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 | 4.9% | 53 | Fragile | Gov Risk | |
| 2023 | Hidden | Hidden | 3.1% | 76 | Fragile | Recovery | |
| 2022 | Hidden | Hidden | 5.3% | 64 | Governance-Stressed | Recovery | |
| 2021 | Hidden | Hidden | 1.6% | 59 | Fragile | Recovery | |
| 2020 | Hidden | Hidden | 3.0% | 63 | Fragile | Recovery | |
| 2019 | Hidden | — | — | 67 | Stable | Stable Watch | |
| 2018 | Hidden | — | — | 71 | Stable | Decline Risk | |
| 2017 | Hidden | — | — | 70 | Fragile | Decline Risk | |
| 2012 | Hidden | — | — | 79 | Stable | Decline Risk | |
| 2011 | Hidden | — | — | 83 | Stable | Stable Watch | |
| 2010 | Hidden | — | — | 81 | Stable | Stable Watch |
Officer compensation history
No IRS 990 Part VII compensation data available for this organization.
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 3 other orgs in NM with NTEE prefix A5.
Most-divergent component: financial score sits 42 points below the peer median (35 vs. 77).
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.
Overall score has gone from 63 → 53 over 5 years (declining by 10 points). A multi-year directional move of this magnitude is a signal worth investigating.
What's driving this score
- Comp-to-revenue ratio of 4.9% sits within the sector's healthy band (18–22%).
- Hartley, Cody holds 4 distinct authority roles, which creates concentration risk.
- Long-term governance collapse: peak score was 92 in 2018; currently at 53 — the org has not recovered.
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.