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 | — | — | 11.6% | 45 | Fragile | Recovery | |
| 2023 | — | — | 33.5% | 33 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 10.6% | 45 | Fragile | Recovery | |
| 2021 | — | — | 44.5% | 33 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 16.9% | 45 | Fragile | Gov Risk | |
| 2019 | — | — | 7.1% | 50 | Fragile | Stable Watch | |
| 2018 | — | — | 7.4% | 50 | Fragile | Recovery | |
| 2017 | — | — | 9.9% | 46 | Fragile | Decline Risk | |
| 2016 | — | — | 7.6% | 50 | Fragile | Recovery | |
| 2015 | — | — | 7.0% | 46 | Fragile | Decline Risk | |
| 2014 | — | — | 7.7% | 46 | Fragile | Decline Risk | |
| 2013 | — | — | 6.2% | 50 | Fragile | Recovery | |
| 2012 | — | — | 10.6% | 45 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| William J Massolia | Artistic Director | 11.6% of Rev | ||
| Mallory Vonrohn | Board President | — | ||
| Lynda Shadrake | Secretary | — | ||
| Jason Vonrohn | Board Member | — | ||
| Lawrence Baldacci | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| William Massolia | Artistic Director | 11.6% of Rev | ||
| William Massolia | Artistic Director | 10.9% of Rev | ||
| William Massolia | Artistic Director | 9.0% of Rev | ||
| Claire Conley | Board President | — | ||
| Jeffrey Graves | Secretary | — | ||
| Therese Kozlowski | Board Member | — | ||
| Pamela Monaco | Board Member | — | ||
| Donald Kehne | Board Member | — | ||
| Claire Conley | Board President | — | ||
| Pamela Monaco | Board Member | — | ||
| Jeffrey Graves | Secretary | — | ||
| Donald Kehne | Treasurer | — | ||
| Claire Conley | Board President | — | ||
| Jeffrey Graves | Secretary | — | ||
| Therese Kozlowski | Board Member | — | ||
| Pamela Monaco | Board Member | — | ||
| Donald Kehne | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 196 other orgs in IL with NTEE prefix A6.
Most-divergent component: financial score sits 14 points above the peer median (50 vs. 36).
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 11.6% 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.