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 | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | — | 48 | Fragile | Recovery | |
| 2022 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 25.5% | 41 | Governance-Stressed | Gov Risk | |
| 2020 | — | — | 34.9% | 25 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | 23.5% | 32 | Critical Intervention Needed | Gov Risk | |
| 2018 | — | — | 52.4% | 31 | Critical Intervention Needed | Gov Risk | |
| 2017 | — | — | 23.6% | 30 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 25.6% | 41 | Governance-Stressed | Gov Risk | |
| 2015 | — | — | 22.7% | 42 | Governance-Stressed | Gov Risk | |
| 2014 | — | — | 19.0% | 44 | Fragile | Gov Risk | |
| 2013 | — | — | 17.9% | 44 | Fragile | Gov Risk | |
| 2012 | — | — | 15.5% | 47 | Fragile | Stable Watch | |
| 2011 | — | — | 15.6% | 47 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHAEL GOLDMAN | Board President | — | ||
| VIRGINIA MAYER | Board President | — | ||
| NATANIA HUME | Board Member | — | ||
| RACHEL STEVENS | Secretary | — | ||
| MARIE ROCHE | Board Member | — | ||
| MADELYN NEELY | Board Member | — | ||
| KATRINA TURNER | Treasurer | — | ||
| CARLOS MCBRIDE | Board Member | — | ||
| HEATHER GEOFFREY | Board Member | — | ||
| JUAN PABLO RIVERA | Board Member | — | ||
| ROBIN GRIFFITH | Board Member | — | ||
| MARICELA GARCIA | Board Member | — | ||
| FALCON LAINA | Board Member | — | ||
| MICHAL LEAH | Board Member | — | ||
| MICHAEL GOLDMAN | Board President | — | ||
| VIRGINIA MAYER | Board President | — | ||
| DOROTHY NEMETZ | Board Member | — | ||
| NATANIA HUME | Board Member | — | ||
| RACHEL STEVENS | Secretary | — | ||
| MARIE ROCHE | Board Member | — | ||
| MADELYN NEELY | Board Member | — | ||
| WADE WOFFORD | Treasurer | — | ||
| CARLOS MCBRIDE | Board Member | — | ||
| HEATHER GEOFFREY | Board Member | — | ||
| JUAN PABLO RIVERA | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOANN WALKER | Board Member | 16.9% of Rev | ||
| MICHAEL GOLDMAN | Board Member | — | ||
| VIRGINIA MAYER | Board President | — | ||
| DOROTHY NEMETZ | Treasurer | — | ||
| JAVIER LOPEZ | Board Member | — | ||
| RACHEL STEVENS | Secretary | — | ||
| MARIE ROCHE | Board Member | — | ||
| MADELYN NEELY | Board Member | — | ||
| WADE WOFFORD | Board Member | — | ||
| CARLOS MCBRIDE | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOANN WALKER | Board Member | 13.1% of Rev | ||
| MICHAEL GOLDMAN | Board Member | — | ||
| VIRGINIA MAYER | Board President | — | ||
| DOROTHY NEMETZ | Treasurer | — | ||
| IAN LEAVENS | Board Member | — | ||
| RACHEL STEVENS | Secretary | — | ||
| ANY PUTNAM | Board Member | — | ||
| MADELYN NEELY | Board Member | — | ||
| STACEY PHILLIPS | Board Member | — | ||
| JASMEET SIGNH | Board Member | — | ||
| CARLOS MCBRIDE | Board President | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 222 other orgs in MA with NTEE prefix A2.
Most-divergent component: financial score sits 29 points below the peer median (40 vs. 69).
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
- No individual risk drivers stand out. Overall score reflects component balance, not any single signal.
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.