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 | — | |
| 2023 | — | — | — | 26 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | — | 46 | Fragile | Recovery | |
| 2021 | — | — | — | 51 | Fragile | Recovery | |
| 2020 | — | — | — | 40 | Financially Distressed | Recovery | |
| 2019 | — | — | — | 51 | Fragile | Decline Risk | |
| 2018 | — | — | — | 57 | Fragile | Recovery | |
| 2017 | — | — | — | 45 | Fragile | Decline Risk | |
| 2016 | — | — | — | 59 | Fragile | Recovery | |
| 2015 | — | — | — | 51 | Fragile | Recovery | |
| 2014 | — | — | — | 43 | Fragile | Stable Watch | |
| 2013 | — | — | — | 41 | Fragile | Recovery | |
| 2012 | — | — | — | 37 | Fragile | Decline Risk | |
| 2011 | — | — | — | 41 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MAGGIE MCGRUTHER | Board President | — | ||
| BILL KRENSON | Treasurer | — | ||
| ELIZABETH GURNACK | Secretary | — | ||
| REDA ROWELL | Board Member | — | ||
| MARK PACE | Board Member | — | ||
| LEILA CASE | Board Member | — | ||
| NYLA FRANKLIN | Board Member | — | ||
| STEPHANIE HARVEY | Board Member | — | ||
| KATHLEEN TUCKER | Board Member | — | ||
| HEATHER STANLY | EXECUTIVE DI | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MAGGIE MCGRUTHER | Board President | — | ||
| REDA ROWELL | Board President | — | ||
| BILL KRENSON | Treasurer | — | ||
| ELIZABETH GURNACK | Secretary | — | ||
| MARK PACE | Board Member | — | ||
| LEILA CASE | Board Member | — | ||
| NYLA FRANKLIN | Board Member | — | ||
| STEPHANIE HARVEY | Board Member | — | ||
| KATHLEEN TUCKER | Board Member | — | ||
| HEATHER STANLY | EXECUTIVE DI | — | ||
| MAGGIE MCGRUTHER | Board President | — | ||
| REDA ROWELL | Board President | — | ||
| BILL KRENSON | Treasurer | — | ||
| ELIZABETH GURNACK | Secretary | — | ||
| MARK PACE | Board Member | — | ||
| LEILA CASE | Board Member | — | ||
| NYLA FRANKLIN | Board Member | — | ||
| STEPHANIE HARVEY | Board Member | — | ||
| KATHLEEN TUCKER | Board Member | — | ||
| HEATHER STANLY | EXECUTIVE DI | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MAGGIE MCGRUTHER | Board President | — | ||
| REDA ROWELL | Board President | — | ||
| BILL KRENSON | Treasurer | — | ||
| ELIZABETH GURNACK | Secretary | — | ||
| MARK PACE | Board Member | — | ||
| LEILA CASE | Board Member | — | ||
| KENT SOLE | Board Member | — | ||
| NYLA FRANKLIN | Board Member | — | ||
| STEPHANIE HARVEY | Board Member | — | ||
| KATHLEEN TUCKER | Board Member | — | ||
| HEATHER STANLY | EXECUTIVE DI | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 124 other orgs in GA with NTEE prefix A6.
Most-divergent component: program score sits 30 points below the peer median (0 vs. 30).
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.
- 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.