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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | — | — | Unknown | — | |
| 2022 | — | — | 41.2% | 34 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 17.9% | 44 | Fragile | Gov Risk | |
| 2020 | — | — | 26.8% | 33 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | 44.6% | 22 | Critical Intervention Needed | Gov Risk | |
| 2018 | — | — | 40.1% | 22 | Critical Intervention Needed | Gov Risk | |
| 2017 | — | — | 38.5% | 24 | Critical Intervention Needed | Gov Risk | |
| 2016 | — | — | 32.8% | 24 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 29.2% | 31 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 31.1% | 19 | Critical Intervention Needed | Gov Risk | |
| 2013 | — | — | 30.2% | 19 | Critical Intervention Needed | Gov Risk | |
| 2012 | — | — | 25.6% | 30 | Critical Intervention Needed | Gov Risk | |
| 2011 | — | — | 15.7% | 31 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Steven Cordle | Executive Director | — | ||
| Matthew Nitsch | Board Member | — | ||
| Craig Weigle | Treasurer | — | ||
| Marjorie Greuter | Board President | — | ||
| Ginny Friedrich | Secretary | — | ||
| Erin Glover | Board Member | — | ||
| Steve Matheny | Board Member | — | ||
| John Kahl | Board Member | — | ||
| Ryan Beck | Board Member | — | ||
| Darcy Brown | Box Office Manager | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Steven Cordle | Executive Director | 23.3% of Rev | ||
| Ginny Friedrich | Secretary | 2.4% of Rev | ||
| Matthew Nitsch | Board Member | 0.9% of Rev | ||
| Craig Weigle | Board President | — | ||
| Marjorie Grueter | Board President | — | ||
| Chance Barlow | Treasurer | — | ||
| Steve Matheny | Board Member | — | ||
| John Kahl | Board Member | — | ||
| Ryan Beck | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Steven Cordle | Executive Director | 13.6% of Rev | ||
| Matthew Nitsch | Board Member | 2.2% of Rev | ||
| Steve Matheny | Board Member | — | ||
| Tim Jeffers | Board Member | — | ||
| Morgan Cadwalander | Board Member | — | ||
| Craig Weigle | Treasurer | — | ||
| Mike Johnson | Board President | — | ||
| Ginny Friedrich | Secretary | — | ||
| Marjorie Grueter | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| STEVEN CORDLE | Executive Director | 11.7% of Rev | ||
| MATTHEW NITSCH | Board Member | 8.8% of Rev | ||
| STEVE MATHENY | Board Member | — | ||
| TIM JEFFERS | Board Member | — | ||
| MORGAN CADWALANDER | Board Member | — | ||
| CRAIG WEIGLE | Treasurer | — | ||
| MIKE JOHNSON | Board President | — | ||
| GINNY FRIEDRICH | Secretary | — | ||
| MARJORIE GRUETER | Vice President | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 10,182 other orgs in US with NTEE prefix X2.
Most-divergent component: governance score sits 0 points above the peer median (85 vs. 85).
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 0.0% 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.