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 | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | — | 48 | Fragile | Recovery | |
| 2021 | — | — | — | 30 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | — | 27 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 23 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 27 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | — | 23 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 27 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | — | 23 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 29 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | — | 21 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 35 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOHNATHAN BREWINGTON | Board President | — | ||
| JOY MCGUGAN | Secretary | — | ||
| MARY ANN MASTERS | Treasurer | — | ||
| VANESSA ABERNATHY | Board Member | — | ||
| MIKE BROWN | Board Member | — | ||
| SANDI CARTER | Board Member | — | ||
| SHANTONIA CHAVIS | Board Member | — | ||
| LARRY COX | Board Member | — | ||
| JODY JOHNSON | Board Member | — | ||
| ZAVERY MCDOUGALD | Board Member | — | ||
| SHANEITHA NANCE | Board Member | — | ||
| BRIANNA GOODWIN | Board Member | — | ||
| CINDY BREWER | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BRIANNA GOODWIN | Board President | — | ||
| JOHNATHAN BREWINGTON | Secretary | — | ||
| MARY ANN MASTERS | Treasurer | — | ||
| ZAVERY MCDOUGALD | Board Member | — | ||
| JAMES BASS | Board Member | — | ||
| ERIKA NOLLEY | Board Member | — | ||
| LARRY COX | Board Member | — | ||
| DAVID SPENCER | Board Member | — | ||
| JOY MCGUGAN | Board Member | — | ||
| SHANEITHA NANCE | Board Member | — | ||
| DOLORES JONES | Board Member | — | ||
| JODY JOHNSON | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BRIANNA GOODWIN | Board President | — | ||
| NANCY FIELDS | VICE PRESIDE | — | ||
| JOHNATHAN BREWINGTON | Secretary | — | ||
| MARY ANN MASTERS | Treasurer | — | ||
| ZAVERY MCDOUGALD | Board Member | — | ||
| JAMES BASS | Board Member | — | ||
| ERIKA NOLLEY | Board Member | — | ||
| WENDY ALLEN | Board Member | — | ||
| WENDY CHAVIS | Board Member | — | ||
| SHANEITHA NANCE | Board Member | — | ||
| VANESSA ABERNATHY | Board Member | — | ||
| LARRY COX | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| VANESSA ABERNATHY | Board President | — | ||
| NANCY FIELDS | VICE PRESIDE | — | ||
| BRIANNA GODWIN DAVIS | Secretary | — | ||
| MARION THOMPSON | Treasurer | — | ||
| RICHARD SCEIFORD | Board Member | — | ||
| SANDRA CARTER | Board Member | — | ||
| WENDY CHAVIS | Board Member | — | ||
| ERIKA NOLLEY | Board Member | — | ||
| LARRY COX | Board Member | — | ||
| HANNAH GRASS | Board Member | — | ||
| SHENEITHA NANCE | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 146 other orgs in NC with NTEE prefix A6.
Most-divergent component: financial score sits 22 points below the peer median (15 vs. 37).
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.
- 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.