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 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | — | 37 | Financially Distressed | Decline Risk | |
| 2022 | — | — | — | 44 | Fragile | Decline Risk | |
| 2021 | — | — | — | 60 | Stable | Stable Watch | |
| 2020 | — | — | — | 40 | Fragile | Recovery | |
| 2019 | — | — | — | 37 | Fragile | Stable Watch | |
| 2018 | — | — | — | 37 | Fragile | Stable Watch | |
| 2017 | — | — | — | 37 | Fragile | Decline Risk | |
| 2016 | — | — | — | 41 | Fragile | Recovery | |
| 2015 | — | — | — | 37 | Fragile | Stable Watch | |
| 2014 | — | — | — | 37 | Fragile | Decline Risk | |
| 2013 | — | — | — | 41 | Fragile | Stable Watch | |
| 2012 | — | — | — | 45 | Fragile | Recovery | |
| 2011 | — | — | — | 31 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHELLE BLAIR | Board President | — | ||
| MARY SPORLEDER | Board President | — | ||
| KARI CASE | Secretary | — | ||
| BRYAN CASE TREASURER | Treasurer | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHELLE BLAIR | Board President | — | ||
| MARY SPORLEDER | Board President | — | ||
| KARI CASE | Secretary | — | ||
| BRYAN CASE TREASURER | Treasurer | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHELLE BLAIR | Board President | — | ||
| MARY SPORLEDER | Board President | — | ||
| KARY CASE | Secretary | — | ||
| BRYAN CASE | Treasurer | — | ||
| JANICE KNOBBE | Board Member | — | ||
| PAUL HENRY | Board Member | — | ||
| BRAD ANDERSON | Board Member | — | ||
| LISA ANDERSON | Board Member | — | ||
| NICK BURLEY | Board Member | — | ||
| ASHLEY THIESZEN | Board Member | — | ||
| PATRICK THIESZEN | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Michelle Blair | Board President | — | ||
| Mary Sporleder | Board President | — | ||
| Kary Case | Secretary | — | ||
| Bryan Case | Treasurer | — | ||
| Paul Henry | Board Member | — | ||
| Janice Knobbe | Board Member | — | ||
| Brad Anderson | Board Member | — | ||
| Lisa Anderson | Board Member | — | ||
| Nick Burley | Board Member | — | ||
| Ashley Thieszen | Board Member | — | ||
| Patrick Thieszen | Board Member | — | ||
| Marc Schumacher | Board Member | — | ||
| Susi Schumacher | Board Member | — | ||
| Marc Stelling | Board Member | — | ||
| Emily Stelling | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Michelle Blair | Board President | — | ||
| Mary Sporleder | Vice President | — | ||
| Kari Case | Secretary | — | ||
| Bryon Case | Treasurer | — | ||
| Janelle nesbitt | Board Member | — | ||
| Paul Henry | Board Member | — | ||
| Janice Knobbe | Board Member | — | ||
| Michele Deluhery | Board Member | — | ||
| Nick Burley | Board Member | — | ||
| Ashley Thieszen | Board Member | — | ||
| Pat Thieszen | Board Member | — | ||
| Sherry Vogel | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 111 other orgs in IA with NTEE prefix A6.
Most-divergent component: program score sits 25 points below the peer median (5 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
- 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.