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 | — | — | — | 53 | Fragile | Recovery | |
| 2022 | — | — | 54.9% | 46 | Governance-Stressed | Gov Risk | |
| 2021 | — | — | — | 51 | Fragile | Recovery | |
| 2020 | — | — | 518.0% | 34 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | — | 51 | Fragile | Stable Watch | |
| 2018 | — | — | — | 51 | Fragile | Decline Risk | |
| 2017 | — | — | — | 57 | Fragile | Stable Watch | |
| 2016 | — | — | — | 57 | Fragile | Stable Watch | |
| 2015 | — | — | — | 57 | Fragile | Stable Watch | |
| 2014 | — | — | — | 57 | Fragile | Stable Watch | |
| 2013 | — | — | — | 55 | Fragile | Stable Watch | |
| 2012 | — | — | — | 57 | Fragile | Stable Watch | |
| 2011 | — | — | — | 55 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SUSAN DUPREY | EXECUTIVE DI | 42.0% of Rev | ||
| GLEN HAWKINS | VICE PRESIDE | 7.9% of Rev | ||
| PAIGE ROEHRIG | Treasurer | 2.4% of Rev | ||
| ANNE SASSER | Board President | — | ||
| CARRIE CLAYTON | Secretary | — | ||
| MICHELLE STOLZOFF | Board Member | — | ||
| ROBIN RADIN | Board Member | — | ||
| GAIL J BOS | Board Member | — | ||
| CRISTINA HAJOSY | Board Member | — | ||
| BILL SHAMLIAN | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SUSAN DUPREY | EXECUTUVE DI | 41.1% of Rev | ||
| GLEN HAWKINS | VICE PRESIDE | 7.9% of Rev | ||
| ROBIN RADIN | Board Member | 7.8% of Rev | ||
| ANNE BROWN | Treasurer | 2.4% of Rev | ||
| ANNE SASSER | Board President | — | ||
| CONSTANCE CERVONE | Board Member | — | ||
| ALISON CUPPLES | Board Member | — | ||
| GAIL J BOS | Board Member | — | ||
| CRISTINA HAJOSY | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SUSAN DUPREY | Board Member | 27.8% of Rev | ||
| GLEN HAWKINS | Board Member | 7.9% of Rev | ||
| ROBIN RADIN | Board Member | 7.8% of Rev | ||
| ANNE BROWN | Treasurer | 2.3% of Rev | ||
| JOY COCHRAN | Board President | — | ||
| GAIL J BOS | Board President | — | ||
| BILL SHAMLIAN | Board Member | — | ||
| ALISON CUPPLES | Board Member | — | ||
| CONSTANCE CERVONE | Board Member | — | ||
| ANNE SASSER | Board Member | — | ||
| KEYSE ANGELO | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 222 other orgs in MA with NTEE prefix A2.
Most-divergent component: governance score sits 26 points below the peer median (50 vs. 76).
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.