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 | 5.0% | 34 | Critical Intervention Needed | Recovery | |
| 2023 | Hidden | Hidden | 5.8% | 29 | Critical Intervention Needed | Decline Risk | |
| 2022 | Hidden | Hidden | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 52 | Fragile | Recovery | |
| 2020 | — | — | — | 38 | Financially Distressed | Recovery | |
| 2019 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | — | 25 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 25 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 39 | Financially Distressed | Decline Risk | |
| 2012 | — | — | — | 45 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LARRY MCCLOSKEY | Executive Dir. | 5.0% of Rev | ||
| LARRY MCCLOSKEY | EXECUTIVE DI | 4.8% of Rev | ||
| LAURA MERRILL | Board President | — | ||
| CHRIS PORTER | Secretary | — | ||
| BEN WATTERS | Board Member | — | ||
| STACIE DUCE | Board Member | — | ||
| BYRON WILLIAMS | Treasurer | — | ||
| JENN ADAMS | Board Member | — | ||
| CINDY JONES-PILKINGTON | Board Member | — | ||
| STEVE FULLERTON | Board Member | — | ||
| JULIANNE THOMAS | Board Member | — | ||
| AMY ARNOLD | Board Member | — | ||
| KRISTINA BESSENYEY | VICE PRESIDE | — | ||
| BEN WATTERS | Board President | — | ||
| KRISTINA BESSENYEY | Board President | — | ||
| BYRON WILLIAMS | Treasurer | — | ||
| CHRIS PORTER | Secretary | — | ||
| LAURA MERRILL | Board Member | — | ||
| STACIE DUCE | Board Member | — | ||
| STEVE FULLERTON | Board Member | — | ||
| JENN ADAMS | Board Member | — | ||
| AMY ARNOLD | Board Member | — | ||
| SARAH ANZICK | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| STACIE DUCE | Board Member | — | ||
| CORY KEITH | Board Member | — | ||
| BROOKE KIMZEY | Secretary | — | ||
| LAURA MERRILL | Board President | — | ||
| CHRIS PORTER | Board Member | — | ||
| PEGGY TONON | Board Member | — | ||
| BEN WATTERS | VICE PRESIDE | — | ||
| BYRON WILLIAMS | Treasurer | — | ||
| MANDY BARNINGS | Board Member | — | ||
| KENT CURTISS | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MANDY BARNINGS | Board Member | — | ||
| KENT CURTISS | Board Member | — | ||
| STACIE DUCE | Board Member | — | ||
| COREY KEITH | Board Member | — | ||
| BROOKE KIMZEY | Secretary | — | ||
| LAURA MERRILL | Board President | — | ||
| CHRIS PORTER | Board Member | — | ||
| PEGGY TONON | Board Member | — | ||
| BEN WATTERS | VICE PRESIDE | — | ||
| BYRON WILLIAMS | Treasurer | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 16 other orgs in MT with NTEE prefix A6.
Most-divergent component: financial score sits 22 points below the peer median (15 vs. 37).
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 5.0% sits within the sector's healthy band (18–22%).
- Financial resilience score in the bottom quartile — reserves and liabilities ratios warrant review.
What would change this score
The two changes that would most improve this score:
- Build cash reserves to at least 3 months of operating expenses — moves financial resilience score meaningfully (~10 points).
Improving governance is a board decision. These are the levers.