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 | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2023 | — | — | — | 47 | Fragile | Recovery | |
| 2022 | — | — | 19.9% | 33 | Critical Intervention Needed | Stable Watch | |
| 2021 | — | — | 16.9% | 37 | Fragile | Recovery | |
| 2020 | — | — | 21.5% | 25 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 14.0% | 31 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 13.9% | 35 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 13.4% | 29 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 14.6% | 31 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 14.1% | 31 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 13.6% | 35 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | 14.5% | 35 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 14.1% | 35 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | 14.3% | 31 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PAM PECKAR | Executive Director | 16.3% of Rev | ||
| LEXI KEOGH | Board President | — | ||
| BRIAN NEINABER | Board President | — | ||
| CHIP RUSSELL | Treasurer | — | ||
| NOLAN WELLE | Secretary | — | ||
| LAURA MARSHALL | Board Member | — | ||
| JAN MCMORROW | Board Member | — | ||
| JENNIFER COLLINS | Board Member | — | ||
| MIRIAM HASAN | Board Member | — | ||
| BETHANY WEINSTEIN | Board Member | — | ||
| DARLENE ASH | Board Member | — | ||
| CHESLEY SIMPSON | Board Member | — | ||
| DANETE BERRY | 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 VA with NTEE prefix A6.
Most-divergent component: financial score sits 21 points below the peer median (15 vs. 36).
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 25 → 35 over 5 years (improving by 10 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.
- 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.