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 |
|---|---|---|---|---|---|---|---|
| 2020 | — | — | — | 45 | Fragile | Recovery | |
| 2019 | — | — | — | 36 | Fragile | Recovery | |
| 2018 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 45 | Fragile | Recovery | |
| 2016 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 41 | Fragile | Recovery | |
| 2014 | — | — | — | 31 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 37 | Financially Distressed | Recovery | |
| 2011 | — | — | — | 27 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOHN HANCOCK | Treasurer | — | ||
| WILLIAM LEWIS | Board President | — | ||
| GEORGE PEARSALL | Vice President | — | ||
| KRISTA MCGUIGAN | Board Member | — | ||
| KENNETH A KEELING | Board Member | — | ||
| RENATE SAKINS | Board Member | — | ||
| PAUL SHEPARD | Board Member | — | ||
| DOLORES WARWICK | Board Member | — | ||
| TARA ALEXANDER | Board Member | — | ||
| KENNETH GARGARO | Board Member | — | ||
| KATIE RUSSELL | Board Member | — | ||
| LINDA SIEMONS | Board Member | — | ||
| JANET STIVANSON | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 296 other orgs in PA with NTEE prefix A6.
Most-divergent component: financial score sits 27 points above the peer median (65 vs. 38).
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.
Overall score has gone from 27 → 45 over 5 years (improving by 18 points). A multi-year directional move of this magnitude is a signal worth investigating.
What's driving this score
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- Two consecutive years of deficit spending.
What would change this score
The two changes that would most improve this score:
- Stabilize program expenses or grow earned-income revenue to break the consecutive-deficit pattern (~8 points to financial score).
Improving governance is a board decision. These are the levers.