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 | — | — | — | 41 | Fragile | Recovery | |
| 2022 | — | — | 13.9% | 33 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 21.1% | 20 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 96.6% | 28 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | — | 47 | Fragile | Stable Watch | |
| 2018 | — | — | — | 45 | Fragile | Recovery | |
| 2013 | — | — | — | 41 | Fragile | Stable Watch | |
| 2012 | — | — | — | 41 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BARRY FEINSTEIN | Board President | — | ||
| JENNIFER JONES | Treasurer | — | ||
| JOSEPH DILLON | Board Member | — | ||
| FELTON H ARMSTRONG | Board Member | — | ||
| GORDON PARK | Board Member | — | ||
| ELLOUISE GRIFFIN | Board Member | — | ||
| ALICE THOMAS | Executive Dir. | — | ||
| PERCY THOMAS | Artistic Director | — | ||
| INGRID ROMER | Board Member | — | ||
| DARRYL EASTMAN GUILFORD | Board Member | — | ||
| SHANNON STEWARD | Chairman | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ALICE THOMAS | Executive Dir. | 7.2% of Rev | ||
| PERCY THOMAS | Artistic Director | 5.8% of Rev | ||
| JENNIFER JONES | Treasurer | 2.2% of Rev | ||
| SHANNON STEWARD | Chairman | — | ||
| BARRY FEINSTEIN | Board President | — | ||
| JOSEPH DILLON | Board Member | — | ||
| FELTON H ARMSTRONG | Board Member | — | ||
| GORDON PARK | Board Member | — | ||
| ELLOUISE GRIFFIN | Board Member | — | ||
| INGRID TOMER | Board Member | — | ||
| DARRYL EASTMAN GUILFORD | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ALICE THOMAS | Executive Director | 6.0% of Rev | ||
| PERCY THOMOAS | Artistic Director | 5.1% of Rev | ||
| JENNIFER JONES-HILL | Secretary | 2.6% of Rev | ||
| SHANNON STEWARD | Board President | — | ||
| BARRY FEINSTEIN | Board President | — | ||
| JOSEPH DILLON | Treasurer | — | ||
| FELTON H ARMSTRONG | PATRON | — | ||
| GORDON PARK | Board Member | — | ||
| ELLOUISE GRIFFIN | PATRON | — | ||
| INGRED TOMER | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ALICE THOMAS | Executive Director | 18.7% of Rev | ||
| PERCY THOMOAS | Artistic Director | 13.3% of Rev | ||
| JENNIFER JONES-HILL | Secretary | 3.7% of Rev | ||
| SHANNON STEWARD | Board President | — | ||
| BARRY FEINSTEIN | Board President | — | ||
| JOSEPH DILLON | Treasurer | — | ||
| FELTON H ARMSTRONG | PATRON | — | ||
| GORDON PARK | Board Member | — | ||
| ELLOUISE GRIFFIN | PATRON | — | ||
| INGRED TOMER | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 163 other orgs in MD with NTEE prefix A6.
Most-divergent component: governance score sits 19 points below the peer median (50 vs. 69).
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.
- 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.