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 | — | 47 | Fragile | Recovery | |
| 2022 | — | — | 27.4% | 26 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 39.5% | 46 | Governance-Stressed | Recovery | |
| 2020 | — | — | 31.8% | 34 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | — | 33 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | — | 33 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 37 | Financially Distressed | Decline Risk | |
| 2016 | — | — | — | 51 | Fragile | Recovery | |
| 2015 | — | — | — | 47 | Financially Distressed | Recovery | |
| 2014 | — | — | — | 39 | Financially Distressed | Stable Watch | |
| 2013 | — | — | — | 39 | Financially Distressed | Decline Risk | |
| 2012 | — | — | — | 41 | Financially Distressed | Stable Watch | |
| 2011 | — | — | — | 43 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Tina Kronis | Artistic Director | 5.6% of Rev | ||
| Richard Alger | Executive Director | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Henry Conklin | Board Member | 9.4% of Rev | ||
| Richard Alger | Executive Director | — | ||
| Tina Kronis | Artistic Director | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Henry Conklin | Board Member | 6.2% of Rev | ||
| Richard Alger | Executive Director | 3.8% of Rev | ||
| Tina Kronis | Artistic Director | 3.8% of Rev |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Henry Conklin | Board Member | 6.2% of Rev | ||
| Richard Alger | Executive Director | 3.8% of Rev | ||
| Tina Kronis | Artistic Director | 3.8% of Rev |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Lucas Clauser | Board Member | 6.2% of Rev | ||
| Richard Alger | Executive Director | 3.8% of Rev | ||
| Tina Kronis | Artistic Director | 3.8% of Rev |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 829 other orgs in CA with NTEE prefix A6.
Most-divergent component: financial score sits 22 points above the peer median (55 vs. 33).
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
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
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.