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 | — | — | — | 30 | Critical Intervention Needed | Stable Watch | |
| 2022 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | — | 19 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | — | 28 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | — | 44 | Fragile | Recovery | |
| 2018 | — | — | — | 43 | Fragile | Stable Watch | |
| 2017 | — | — | — | 43 | Financially Distressed | Decline Risk | |
| 2016 | — | — | — | 45 | Fragile | Stable Watch | |
| 2015 | — | — | — | 45 | Fragile | Recovery | |
| 2014 | — | — | — | 35 | Financially Distressed | Stable Watch | |
| 2013 | — | — | — | 35 | Financially Distressed | Decline Risk | |
| 2012 | — | — | — | 41 | Financially Distressed | Decline Risk | |
| 2011 | — | — | — | 43 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LAURA RANIERI | Board President | — | ||
| RILEY COOK | Board President | — | ||
| KIMBERLY SAUNDERS | Secretary | — | ||
| GUSTAVO CASANOVA | Treasurer | — | ||
| KATHY BRODIN | FINANCIAL DEVELOPMENT | — | ||
| LAURA RANIERI | Board President | — | ||
| RILEY COOK | Board President | — | ||
| KIMBERLY SAUNDERS | Secretary | — | ||
| GUSTAVO CASANOVA | Treasurer | — | ||
| KATHY BRODIN | FINANCIAL DEVELOPMENT | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LAURA RANIERI | Board President | — | ||
| KIMBERLY SAUNDERS | Secretary | — | ||
| JUDY THOMPSON | Treasurer | — | ||
| KRISTEN BENNETT | VOLUNTEER DI | — | ||
| KELLY HARADON | CONCERT MANA | — | ||
| KATHY BRODIN | FINANCIAL DE | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MIKE LYNCH | Board President | — | ||
| LAURA RANIERI | Board President | — | ||
| KIM PFLIGLER | Secretary | — | ||
| JUDY THOMPSON | Treasurer | — | ||
| KRISTEN BENNETT | VOLUNTEER DI | — | ||
| KELLY HARADON | CONCERT MANA | — | ||
| KATHY BRODIN | FINANCIAL DE | — | ||
| KAREN MOE | TOUR MANAGER | — | ||
| RITA CARROLL | MARKETING DI | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MIKE LYNCH | Board President | — | ||
| DAVE MCKELLIN | Board President | — | ||
| CHRISTINA ROEMER-GOLDSTEIN | Secretary | — | ||
| MIKE SZAREK | Treasurer | — | ||
| KATHY CZINK | DIR.-VOLUNTE | — | ||
| KELLY HARADON | CONCERT MANA | — | ||
| KATHY BRODIN | Vice President | — | ||
| KAREN MOE | TOUR MANAGER | — | ||
| HALLIE WRIGHT | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 195 other orgs in IL with NTEE prefix A6.
Most-divergent component: financial score sits 21 points below the peer median (15 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
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- 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.