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 |
|---|---|---|---|---|---|---|---|
| 2023 | — | — | 9.6% | 46 | Fragile | Recovery | |
| 2022 | — | — | 19.5% | 29 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 22.9% | 45 | Fragile | Recovery | |
| 2020 | — | — | 16.3% | 43 | Fragile | Recovery | |
| 2019 | — | — | 17.1% | 29 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 16.2% | 37 | Fragile | Stable Watch | |
| 2017 | — | — | — | 39 | Fragile | Stable Watch | |
| 2016 | — | — | 14.9% | 39 | Fragile | Recovery | |
| 2015 | — | — | 20.3% | 32 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 15.2% | 33 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 17.2% | 24 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 17.1% | 25 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | 14.9% | 35 | Fragile | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LINDA TEDFORD | Artistic Director | 9.5% of Rev | ||
| GREG HARRIS | Board Member | — | ||
| MAGGIE BEATTY | Board Member | — | ||
| GEOFFREY ISLEY | Board Member | — | ||
| ANNE MOUL | Board Member | — | ||
| BRIAN MOUL | Board President | — | ||
| CATHERINE WALTERS | Board Member | — | ||
| DAVID BLUNK | Secretary | — | ||
| PETER MCCACHREN | Treasurer | — | ||
| RICHARD ROBERSON | Board Member | — | ||
| ELIZABETH COLPO | Board Member | — | ||
| KAREN LYNCH | Board Member | — | ||
| MITCHELL SENSENIG | Board Member | — | ||
| MARK TEDFORD | Board Member | — | ||
| JODIE SMILEY | Board Member | — | ||
| LYNLEE COPENHAVER | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LINDA TEDFORD | Artistic Director | 7.9% of Rev | ||
| GREG HARRIS | Board Member | — | ||
| MAGGIE BEATTY | Board Member | — | ||
| GEOFFREY ISLEY | Board Member | — | ||
| ANNE MOUL | Board Member | — | ||
| BRIAN MOUL | Board President | — | ||
| CATHERINE WALTERS | Board Member | — | ||
| DAVID BLUNK | Secretary | — | ||
| PETER MCCACHREN | Treasurer | — | ||
| RICHARD ROBERSON | Board Member | — | ||
| ELIZABETH COLPO | Board Member | — | ||
| KAREN LYNCH | Board Member | — | ||
| MITCHELL SENSENIG | Board Member | — | ||
| MARK TEDFORD | Board Member | — | ||
| JODIE SMILEY | Board Member | — | ||
| LYNLEE COPENHAVER | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GREG HARRIS | Board Member | — | ||
| MAGGIE BEATTY | Board Member | — | ||
| GEOFFREY ISLEY | Board Member | — | ||
| ANNE MOUL | Board Member | — | ||
| BRIAN MOUL | Board President | — | ||
| CATHERINE WALTERS | Board Member | — | ||
| DAVID BLUNK | Secretary | — | ||
| PETER MCCACHREN | Treasurer | — | ||
| RICHARD ROBERSON | Board Member | — | ||
| ELIZABETH COLPO | Board Member | — | ||
| LINDA TEDFORD | Artistic Director | — | ||
| KAREN LYNCH | Board Member | — | ||
| MITCHELL SENSENIG | Board Member | — | ||
| MARK TEDFORD | Board Member | — | ||
| JODIE SMILEY | Board Member | — | ||
| LYNLEE COPENHAVER | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 296 other orgs in PA with NTEE prefix A6.
Most-divergent component: program score sits 13 points above the peer median (45 vs. 32).
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.
Overall score has gone from 29 → 46 over 5 years (improving by 17 points). A multi-year directional move of this magnitude is a signal worth investigating.
What's driving this score
- Comp-to-revenue ratio of 9.6% sits within the sector's healthy band (18–22%).
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.