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 | — | — | 18.3% | 39 | Fragile | Recovery | |
| 2022 | — | — | 17.0% | 39 | Fragile | Recovery | |
| 2021 | — | — | 61.5% | 13 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 19.6% | 23 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | — | 39 | Financially Distressed | Stable Watch | |
| 2018 | — | — | — | 39 | Financially Distressed | Recovery | |
| 2017 | — | — | 27.2% | 22 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 43 | Financially Distressed | Decline Risk | |
| 2015 | — | — | — | 47 | Fragile | Recovery | |
| 2014 | — | — | — | 39 | Financially Distressed | Stable Watch | |
| 2013 | — | — | — | 43 | Financially Distressed | Decline Risk | |
| 2012 | — | — | — | 45 | Fragile | Stable Watch | |
| 2011 | — | — | — | 45 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Michael Maddox | Executive Director | 17.6% of Rev | ||
| Carla Maddox | Secretary | 0.5% of Rev | ||
| Jesse Maddox | Board President | 0.2% of Rev | ||
| Debra Maddox | Secretary | — | ||
| Linda King | Officer | — | ||
| Maggie Williamson | Officer | — | ||
| Anthony Pignatiello | Officer | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Michael Maddox | Executive Director | 17.2% of Rev | ||
| Carla Maddox | Secretary | 5.7% of Rev | ||
| Jesse Maddox | Board President | 2.4% of Rev | ||
| Debra Maddox | Secretary | 0.8% of Rev | ||
| Linda King | Officer | — | ||
| Maggie Williamson | Officer | — | ||
| Anthony Pignatiello | Officer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Michael Maddox | Executive Director | 28.4% of Rev | ||
| Michael Maddox | Executive Director | 14.8% of Rev | ||
| Carla Maddox | Secretary | 5.9% of Rev | ||
| Jesse Maddox | Board President | 4.2% of Rev | ||
| Debra Maddox | Board President | 3.7% of Rev | ||
| Carla Maddox | Executive Assistant | 2.2% of Rev | ||
| Linda King | Officer | 0.3% of Rev | ||
| Maggie Williamson | Officer | — | ||
| Joe Hughes | Officer | — | ||
| Merrill Austin | Board President | — | ||
| Maggie Williamson | Treasurer | — | ||
| Dave Futey | Officer | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 17 other orgs in CO with NTEE prefix A4.
Most-divergent component: financial score sits 33 points below the peer median (40 vs. 73).
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 18.3% sits within the sector's healthy band (18–22%).
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).
Improving governance is a board decision. These are the levers.