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 | — | — | 18.3% | 41 | Fragile | Recovery | |
| 2023 | — | — | 23.0% | 37 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 14.6% | 43 | Fragile | Recovery | |
| 2021 | — | — | 28.3% | 19 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 22.7% | 28 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 25.6% | 23 | Critical Intervention Needed | Gov Risk | |
| 2018 | — | — | 28.0% | 27 | Critical Intervention Needed | Gov Risk | |
| 2017 | — | — | 25.5% | 36 | Fragile | Gov Risk | |
| 2016 | — | — | 13.5% | 39 | Fragile | Decline Risk | |
| 2015 | — | — | — | 51 | Fragile | Stable Watch | |
| 2014 | — | — | — | 51 | Fragile | Decline Risk | |
| 2013 | — | — | — | 51 | Fragile | Recovery | |
| 2012 | — | — | — | 43 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Ryan Reardon | Ex Officio | 15.8% of Rev | ||
| Charlotte Sommers | Business Manager | 2.5% of Rev | ||
| James Bixby | Board Member | — | ||
| Danny McClinton | Board Member | — | ||
| John Barnard | Treasurer | — | ||
| Douglas Haynes | Board Member | — | ||
| Christopher Youngblood | Board Member | — | ||
| Andre Cholmondeley | Board Member | — | ||
| Linda Kendall Fields | Board President | — | ||
| Lockie Hunter | Board Member | — | ||
| Geert Bevin | Board Member | — | ||
| Kim Roney | Secretary | — | ||
| Jenna Jaffe | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Ryan Reardon | Ex Officio | 15.1% of Rev | ||
| Charlotte Sommers | Business Manager | 4.7% of Rev | ||
| James Bixby | Board Member | — | ||
| Danny McClinton | Board Member | — | ||
| John Barnard | Treasurer | — | ||
| Douglas Haynes | Board Member | — | ||
| Christopher Youngblood | Board Member | — | ||
| Andre Cholmondeley | Board Member | — | ||
| Linda Kendall Fields | Board President | — | ||
| Lockie Hunter | Board Member | — | ||
| Geert Bevin | Board Member | — | ||
| Kim Roney | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Ryan Reardon | Ex Officio | 12.9% of Rev | ||
| Charlotte Sommers | Business Manager | 4.5% of Rev | ||
| Jim Bixby | Board Member | — | ||
| Sally Sparks | Board President | — | ||
| Jason Peltz | Board Member | — | ||
| Danny McClinton | Board Member | — | ||
| John Barnard | Treasurer | — | ||
| Douglas Haynes | Board Member | — | ||
| Christopher Youngblood | Board Member | — | ||
| Andre Cholmondeley | Board Member | — | ||
| Linda Kendall Fields | Board Member | — | ||
| Lockie Hunter | Board Member | — | ||
| Kim Roney | Board Member | — | ||
| Tommy Seijo | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 221 other orgs in NC with NTEE prefix A6.
Most-divergent component: governance score sits 17 points below the peer median (45 vs. 62).
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 18.3% sits within the sector's healthy band (18–22%).
What would change this score
The two changes that would most improve this score:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- 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.