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 | — | 48 | Fragile | Decline Risk | |
| 2023 | — | — | — | 65 | Stable | Stable Watch | |
| 2022 | — | — | — | 68 | Stable | Stable Watch | |
| 2021 | — | — | — | 41 | Fragile | Decline Risk | |
| 2020 | — | — | — | 46 | Fragile | Recovery | |
| 2019 | — | — | — | 57 | Fragile | Stable Watch | |
| 2018 | — | — | — | 57 | Fragile | Recovery | |
| 2017 | — | — | — | 49 | Fragile | Stable Watch | |
| 2016 | — | — | — | 49 | Fragile | Decline Risk | |
| 2015 | — | — | — | 65 | Stable | Stable Watch | |
| 2014 | — | — | — | 31 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | — | 33 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JESSICA SUMMER | Treasurer | — | ||
| PAUL BERNICCHI | Treasurer | — | ||
| LAURA MONTIONE | Board President | — | ||
| DAVID LAUN | Treasurer | — | ||
| CATHERINE COTOVSKY | Board President | — | ||
| JILLIAN BERNICCHI | Fund Raising Co | — | ||
| TARA IRVINE | Recording Secre | — | ||
| SOLANGE TAYLOR | Volunteer Coord | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LAURA BASYE | FUNDRAISER COOR | — | ||
| KRISTEN SHERIDAN | Board President | — | ||
| LAURA MONTIONE | Board President | — | ||
| SHELIA PENA | Treasurer | — | ||
| DAN SHERIDAN | Treasurer | — | ||
| MICHELLE HUBER | Treasurer | — | ||
| CHRISTINA GLEASON | Fund Raising Co | — | ||
| SARAH BIRD | Volunteer Coord | — | ||
| TARA IRVINE | Recording Secre | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KRISTEN SHERIDAN | Board President | — | ||
| SHELIA PENA | Treasurer | — | ||
| JENNIFER CARPENTER | Treasurer | — | ||
| DAN SHERIDAN | Treasurer | — | ||
| CYNTHIA OVIATT | Secretary | — | ||
| CHRISTINA GLEASON | Fund Raising Co | — | ||
| SARAH BIRD | Volunteer Coord | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 147 other orgs in VA with NTEE prefix A6.
Most-divergent component: financial score sits 14 points above the peer median (50 vs. 36).
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.