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 | — | — | — | 44 | Fragile | Decline Risk | |
| 2023 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | — | 48 | Fragile | Decline Risk | |
| 2021 | — | — | — | 41 | Fragile | Recovery | |
| 2020 | — | — | — | 36 | Fragile | Recovery | |
| 2019 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 39 | Fragile | Decline Risk | |
| 2016 | — | — | — | 51 | Fragile | Recovery | |
| 2015 | — | — | — | 45 | Fragile | Decline Risk | |
| 2014 | — | — | — | 47 | Fragile | Recovery | |
| 2013 | — | — | — | 33 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Sharon Belobraidich | Board President | — | ||
| Rich Mero | Board President | — | ||
| Amy Studenka | Treasurer | — | ||
| Kate Perry | Secretary | — | ||
| Cindy Gross | Board Member | — | ||
| Kathy Jahn | Board Member | — | ||
| Sherrie Northway | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Sharon Belobraidich | Board President | — | ||
| Rich Mero | Board President | — | ||
| Amy Studenka | Treasurer | — | ||
| Kate Perry | Secretary | — | ||
| Cindy Gross | Board Member | — | ||
| Kathy Jahn | Board Member | — | ||
| Sherrie Northway | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Keri Kimmel | Board President | — | ||
| Rich Mero | Board President | — | ||
| Dianne Hartman | Treasurer | — | ||
| Kate Perry | Secretary | — | ||
| Cindy Gross | Board Member | — | ||
| Kathy Jahn | Board Member | — | ||
| Sherrie Northway | Board Member | — | ||
| Keri Kimmel | Board President | — | ||
| Rich Mero | Board President | — | ||
| Dianne Hartman | Treasurer | — | ||
| Kate Perry | Secretary | — | ||
| Cindy Gross | Board Member | — | ||
| Kathy Jahn | Board Member | — | ||
| Sherrie Northway | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 185 other orgs in MI with NTEE prefix A6.
Most-divergent component: program score sits 23 points below the peer median (5 vs. 28).
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.