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 | — | — | — | 36 | Fragile | Recovery | |
| 2022 | — | — | 106.4% | 33 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | — | 62 | Stable | Stable Watch | |
| 2020 | — | — | 74.9% | 40 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | — | 47 | Fragile | Recovery | |
| 2018 | — | — | — | 47 | Financially Distressed | Decline Risk | |
| 2017 | — | — | — | 47 | Fragile | Recovery | |
| 2016 | — | — | — | 47 | Financially Distressed | Stable Watch | |
| 2012 | — | — | — | 43 | Financially Distressed | Decline Risk | |
| 2011 | — | — | — | 47 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARGO EASTER | Executive Director | 116.1% of Rev | ||
| DONNA VAIL MORGAN | BOARD OF DIRECTORS | — | ||
| GEORGE EMIR MORGAN | BOARD OF DIRECTORS | — | ||
| DEBORAH SHIPMAN | BOARD OF DIRECTORS | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARGO EASTER | Executive Director | 13.8% of Rev | ||
| DONNA VAIL MORGAN | BOARD OF DIRECTORS | — | ||
| GEORGE EMIR MORGAN | BOARD OF DIRECTORS | — | ||
| DEBORAH SHIPMAN | BOARD OF DIRECTORS | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARGO EASTER | Executive Director | 139.5% of Rev | ||
| DONNA VAIL MORGAN | BOARD OF DIRECTORS | — | ||
| GEORGE EMIR MORGAN | BOARD OF DIRECTORS | — | ||
| DEBORAH SHIPMAN | BOARD OF DIRECTORS | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARGO EASTER | Executive Director | — | ||
| DONNA VAIL MORGAN | BOARD OF DIRECTORS | — | ||
| GEORGE EMIR MORGAN | BOARD OF DIRECTORS | — | ||
| DEBORAH SHIPMAN | BOARD OF DIRECTORS | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARGO EASTER | Executive Director | 153.2% of Rev | ||
| DONNA VAIL MORGAN | BOARD OF DIRECTORS | — | ||
| GEORGE EMIR MORGAN | BOARD OF DIRECTORS | — | ||
| DEBORAH SHIPMAN | BOARD OF DIRECTORS | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 141 other orgs in VA with NTEE prefix A2.
Most-divergent component: governance score sits 28 points below the peer median (50 vs. 78).
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
- No individual risk drivers stand out. Overall score reflects component balance, not any single signal.
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.