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 | — | 46 | Fragile | Recovery | |
| 2023 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | — | 42 | Fragile | Decline Risk | |
| 2021 | — | — | — | 48 | Fragile | Recovery | |
| 2020 | — | — | — | 61 | Stable | Stable Watch | |
| 2019 | — | — | — | 47 | Fragile | Decline Risk | |
| 2018 | — | — | — | 61 | Stable | Stable Watch | |
| 2017 | — | — | — | 59 | Fragile | Stable Watch | |
| 2016 | — | — | — | 59 | Fragile | Stable Watch | |
| 2015 | — | — | — | 55 | Fragile | Recovery | |
| 2014 | — | — | — | 51 | Fragile | Recovery | |
| 2013 | — | — | — | 47 | Fragile | Decline Risk | |
| 2012 | — | — | — | 51 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LAURA FISHER-BONVALLET | Board President | — | ||
| MARGARET GONZALES | VICE PRESIDE | — | ||
| JEFFREY VERKUILEN | Treasurer | — | ||
| ROBERTA CARLSON | Secretary | — | ||
| CHRISTOPHER SAMPSON | IMMED PAST P | — | ||
| ANDREW PARKS | Board Member | — | ||
| VIRGINIA BRAND | Board Member | — | ||
| MARY TESCH | Board Member | — | ||
| GARY WIESECKEL | Board Member | — | ||
| KATHLEEN HEREDIA | Board Member | — | ||
| MICHELLE MCQUADE DEWHIRST | Board Member | — | ||
| JAMES HARRIS | Board Member | — | ||
| THERESA SCHMIDT | Board Member | — | ||
| CARL WELLE | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SEE SCHEDULE ATTACHED --NONE COMPEN | VARIOUS | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SEE SCHEDULE ATTACHED --NONE COMPEN | VARIOUS | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 104 other orgs in WI with NTEE prefix A6.
Most-divergent component: financial score sits 8 points above the peer median (45 vs. 37).
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.