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 | 23.2% | 33 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 17.8% | 51 | Fragile | Recovery | |
| 2021 | — | — | 35.0% | 30 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 37.5% | 26 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | 41.2% | 23 | Critical Intervention Needed | Gov Risk | |
| 2018 | — | — | 24.2% | 20 | Critical Intervention Needed | Gov Risk | |
| 2017 | — | — | 87.5% | 13 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 25.6% | 32 | Critical Intervention Needed | Gov Risk | |
| 2015 | — | — | 21.9% | 25 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 26.4% | 32 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | 20.9% | 33 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 51.1% | 28 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Jeri Lynne Johnson | Board President | 28.6% of Rev | ||
| Jeri Lynne Johnson | Board President | 23.2% of Rev | ||
| Raye Johnson | Secretary | — | ||
| Kim Fraites-Dow | Board Member | — | ||
| Larry Williams | Board Member | — | ||
| Raye Johnson | Secretary | — | ||
| Kim Fraites-Dow | Board Member | — | ||
| Larry Williams | Board Member | — | ||
| Jonathan W Johnson | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Jeri Lynne Johnson | Board President | 26.4% of Rev | ||
| Raye Johnson | Secretary | — | ||
| Kim Fraites-Dow | Board Member | — | ||
| Larry Williams | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Jeri Lynne Johnson | Board President | 19.2% of Rev | ||
| Raye Johnson | Secretary | — | ||
| Kim Fraites-Dow | Board Member | — | ||
| Larry Williams | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Jeri Lynne Johnson | Board President | 16.8% of Rev | ||
| Raye Johnson | Secretary | — | ||
| Kim Fraites-Dow | Board Member | — | ||
| Larry Williams | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 295 other orgs in PA with NTEE prefix A6.
Most-divergent component: financial score sits 23 points below the peer median (15 vs. 38).
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 23.2% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- 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.