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 | — | |
| 2024 | — | — | — | 45 | Fragile | Stable Watch | |
| 2023 | — | — | — | 45 | Fragile | Stable Watch | |
| 2022 | — | — | — | 45 | Fragile | Recovery | |
| 2021 | — | — | — | 19 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | — | 43 | Fragile | Recovery | |
| 2019 | — | — | — | 41 | Fragile | Recovery | |
| 2018 | — | — | — | 39 | Financially Distressed | Stable Watch | |
| 2017 | — | — | — | 39 | Financially Distressed | Decline Risk | |
| 2016 | — | — | — | 47 | Fragile | Recovery | |
| 2015 | — | — | — | 37 | Financially Distressed | Decline Risk | |
| 2014 | — | — | — | 41 | Financially Distressed | Recovery | |
| 2013 | — | — | — | 37 | Financially Distressed | Recovery | |
| 2012 | — | — | — | 33 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Julie Kelly | General Manager | Hidden | ||
| Gregory McMahan | Artistic Director | Hidden | ||
| Marcus Tart | Board Member | — | ||
| Dan Schmidt | Board Member | — | ||
| Demetrius Colvin | Board Member | — | ||
| Patrick Fernandez | Board Member | — | ||
| Anthony San Miguel | Board Member | — | ||
| Jeffery Enos | Treasurer | — | ||
| Andrew Ganaros | Board President | — | ||
| Nick Lovell | Board President | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Marcus Tart | Board Member | — | ||
| David Campanelli | Board Member | — | ||
| Jaime Cruz | Board Member | — | ||
| Thomas Snelham | Board Member | — | ||
| Jeffery Enos | Treasurer | — | ||
| Kenneth Sawicki | Board President | — | ||
| Damien Drobinski | Secretary | — | ||
| Andrew Ganaros | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Jeffery Enos | Treasurer | — | ||
| Kenneth Sawicki | Board President | — | ||
| Kevin Batista | Secretary | — | ||
| Paul DeGenaro | Board Member | — | ||
| Paul DiMauro | Board Member | — | ||
| Matthew Brand | Board President | — | ||
| Andrew Ganaros | Board Member | — | ||
| Damien Drobinski | Board Member | — | ||
| Ross Garrett | Board Member | — | ||
| Joey Sodalith | Board Member | — | ||
| Marcus Tart | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 184 other orgs in CT with NTEE prefix A6.
Most-divergent component: governance score sits 10 points below the peer median (50 vs. 60).
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
- No individual risk drivers stand out. Overall score reflects component balance, not any single signal.
What would change this score
No specific high-impact levers identified — this org's score is balanced across components.
Improving governance is a board decision. These are the levers.