Mission Drift
Mission Drift
Market
Archetype
Mechanical
Natural
Tier
Priority Review
Trajectory Thumbprint
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.
The Lodestar
Institutional Health Scores
5-yr trend: Mission Drift ↑
Overall
39
Score
Governance
50
Score
Financial
30
Score
Program
45
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
Financial Era
Governance Era
Trajectory Era
Mission Drift
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 10.3% | 39 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 5.7% | 52 | Fragile | Recovery | |
| 2021 | — | — | 14.5% | 34 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 17.0% | 29 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | — | 38 | Financially Distressed | Recovery | |
| 2018 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | — | 31 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JONI RAY | Executive Director | 10.3% of Rev | ||
| THERESA EARLY CURD | Board Member | — | ||
| AMBER DILLINGHAM | Board Member | — | ||
| LYNNE DAVE EASTBURN | Board Member | — | ||
| RICHARD EDMONDSON | Board Member | — | ||
| KAREN HALL | Board President | — | ||
| BARB NASER | Secretary | — | ||
| ELLIE PERZEL | Board Member | — | ||
| JOHN LUCY SMYRE | Board Member | — | ||
| BECKY STRAGAND | Board Member | — | ||
| DELLA VODENICKER | Board Member | — | ||
| KIMBERLY PERZEL | Board Member | — | ||
| LYNN REES-JONES | Board President | — | ||
| TOM TRUXAL | Board President | — | ||
| EVA INGLE | Treasurer | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JONI RAY | Executive Director | 9.6% of Rev | ||
| ASHLEY BOSTIAN | Board Member | — | ||
| WESLEY BARKER | Board President | — | ||
| MICHAEL BELL | Board Member | — | ||
| AMBER DILLINGHAM | Board Member | — | ||
| LYNNE DAVE EASTBURN | Board Member | — | ||
| RICHARD EDMONDSON | Board Member | — | ||
| KAREN HALL | Treasurer | — | ||
| JOHN MACCONNEL | Board Member | — | ||
| MAGGIE MCNEILL | Secretary | — | ||
| JANE JOHN MADDOCKS | Board Member | — | ||
| BARB NASER | Board Member | — | ||
| ELLIE PERZELL | Board Member | — | ||
| DANI MORY | Board Member | — | ||
| BARBARA SEARS | Board Member | — | ||
| JOHN LUCY SMYRE | Board President | — | ||
| LEILA SPRIGGS | Secretary | — | ||
| BECKY STRAGAND | Board Member | — | ||
| PAM TAPP | Board Member | — | ||
| DELLA VODENICKER | Board Member | — | ||
| KIMBERLY PERZEL | Board Member | — | ||
| LYNN REES-JONES | Board Member | — | ||
| MATTHEW THOMAS-REID | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JEFF FISSEL | Executive Director | 12.1% of Rev | ||
| BILL DONNA APPLE | Board Member | — | ||
| WESLEY BARKER | Board President | — | ||
| MICHAEL BELL | Board Member | — | ||
| AMBER DILLINGHAM | Board Member | — | ||
| LYNNE DAVE EASTBURN | Board President | — | ||
| THERESA EARLY CURD | Board Member | — | ||
| KATHY HOWELL | Board Member | — | ||
| DANA JOHNSON | Board Member | — | ||
| DIANE AND WAYNE JOHNSON | Treasurer | — | ||
| JANE JOHN MADDOCKS | Board Member | — | ||
| BECKY MARSTEN | Board President | — | ||
| DANI MORY | Board Member | — | ||
| KAREN HALL | Board Member | — | ||
| BARBARA SEARS | Board Member | — | ||
| JOHN LUCY SMYRE | Board Member | — | ||
| LEILA SPRIGGS | Secretary | — | ||
| BECKY STRAGAND | Board Member | — | ||
| PAM TAPP | Board Member | — | ||
| DELLA VODENICKER | Board Member | — | ||
| ELLIE PERZEL | Board Member | — | ||
| JOY CAMPBELL | Board Member | — | ||
| CONNIE HARDISON | Board Member | — | ||
| JUNE WEAVER | Board Member | — | ||
| JOHN MACCONNELL | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BILL DONNA APPLE | Board Member | — | ||
| WESLEY BARKER | Board Member | — | ||
| MICHAEL BELL | Board Member | — | ||
| AMBER DILLINGHAM | Board Member | — | ||
| LYNNE DAVE EASTBURN | Board President | — | ||
| LOFTIN HARGRAVE | Board Member | — | ||
| KATHY HOWELL | Board Member | — | ||
| DANA JOHNSON | Board Member | — | ||
| DIANE AND WAYNE JOHNSON | Treasurer | — | ||
| JANE JOHN MADDOCKS | Board Member | — | ||
| BECKY MARSTEN | Board President | — | ||
| DANI MORY | Board Member | — | ||
| TRAYLOR AND DIANA RENFRO | Board Member | — | ||
| BARBARA SEARS | Board Member | — | ||
| JOHN LUCY SMYRE | Board Member | — | ||
| LEILA SPRIGGS | Secretary | — | ||
| BECKY STRAGAND | Board Member | — | ||
| PAM TAPP | Board Member | — | ||
| DELLA VODENICKER | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
30 / 100
weight 40%
Governance risk
50 / 100
weight 40%
Program scale
45 / 100
weight 20%
Overall
39 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 222 other orgs in NC with NTEE prefix A6.
Most-divergent component: financial score sits 22 points below the peer median (30 vs. 52).
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
- Comp-to-revenue ratio of 10.3% sits within the sector's healthy band (18–22%).
- 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.