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 | — | 43 | Fragile | Recovery | |
| 2022 | — | — | — | 24 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 36 | Fragile | Recovery | |
| 2020 | — | — | — | 32 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | — | 25 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 21 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | — | 19 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 21 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | — | 19 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 19 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 19 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 19 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 19 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID WEIL | Board President | — | ||
| SHERRY ARCHIBALD | Board Member | — | ||
| EMILY WEIL | Board Member | — | ||
| ROBERT CRENSHAW | VICE PRESIDE | — | ||
| SUSAN CRENSHAW | Board Member | — | ||
| JIM GRANT | Board Member | — | ||
| GEOFF HULSE | Board Member | — | ||
| DAWN AMORY | Secretary | — | ||
| ADAM TWISS | Treasurer | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID WEIL | Board President | — | ||
| SHERRY ARCHIBALD | Board Member | — | ||
| EMILY WEIL | VICE PRESIDE | — | ||
| ROBERT CRENSHAW | Board Member | — | ||
| SUSAN CRENSHAW | Board Member | — | ||
| JIM GRANT | Board Member | — | ||
| GEOFF HULSE | Board Member | — | ||
| ADAM TWISS | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JIM GRANT | Board Member | — | ||
| GEOFF HULSE | Board Member | — | ||
| DAVID WEIL | Board President | — | ||
| SHERRY ARCHIBALD | Board Member | — | ||
| EMILY WEIL | VICE PRESIDE | — | ||
| ROBERT CRENSHAW | Board Member | — | ||
| SUSAN CRENSHAW | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID WEIL | Board President | — | ||
| SHERRY ARCHIBALD | Board Member | — | ||
| EMILY WEIL | VICE PRESIDE | — | ||
| ROBERT CRENSHAW | Board Member | — | ||
| SUSAN CRENSHAW | Board Member | — | ||
| JIM GRANT | Board Member | — | ||
| GEOFF HULSE | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID WEIL | Board President | — | ||
| SHERRY ARCHIBALD | Board Member | — | ||
| EMILY WEIL | VICE PRESIDE | — | ||
| ROBERT CRENSHAW | Board Member | — | ||
| SUSAN CRENSHAW | Board Member | — | ||
| STEPHANIE SLUSSER | Board Member | — | ||
| GEOFF HULSE | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 9 other orgs in NC with NTEE prefix A1.
Most-divergent component: financial score sits 16 points above the peer median (55 vs. 39).
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.