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 | Hidden | Hidden | — | 23 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | — | 26 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 44 | Fragile | Stable Watch | |
| 2020 | — | — | — | 44 | Fragile | Recovery | |
| 2019 | — | — | — | 23 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | — | 23 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 27 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | — | 23 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 23 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 23 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | — | 23 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 27 | Critical Intervention Needed | Recovery | |
| 2010 | — | — | — | 23 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Tracey Varga | Executive Director | — | ||
| Elizabeth White | Treasurer | — | ||
| Susan Turner | Treasurer | — | ||
| Mary Scott Bethune | Board Member | — | ||
| Diane Evers | Board Member | — | ||
| Stella Johnson | Board Member | — | ||
| Becky Spivey | Board Member | — | ||
| Mary Smith | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Tracey Varga | Executive Director | — | ||
| Elizabeth White | Treasurer | — | ||
| Susan Turner | Treasurer | — | ||
| Mary Scott Bethune | Board Member | — | ||
| Becky Spivey | Board Member | — | ||
| Diane Evers | Board Member | — | ||
| Chantay Allen | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Tracey Varga | Executive Director | — | ||
| Elizabeth White | Treasurer | — | ||
| Susan Turner | Treasurer | — | ||
| Diane Evens | Board Member | — | ||
| Mary Scott Bethune | Board Member | — | ||
| Kristin Tait | Board Member | — | ||
| Chantay Allen | Board Member | — | ||
| Becky Spivey | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DIANE EVERS | Board Member | — | ||
| KRISTIN TAIT | Board Member | — | ||
| CHANTAY ALLEN | Board Member | — | ||
| ROBERT THOMAS JR | Board Member | — | ||
| TRACEY VARGA | EXECUTIVE DI | — | ||
| SUSAN TURNER | Treasurer | — | ||
| ELIZABETH WHITE | Treasurer | — | ||
| MARY SCOTT BETHUNE | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 145 other orgs in NC with NTEE prefix A6.
Most-divergent component: financial score sits 27 points below the peer median (10 vs. 37).
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.