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 | — | |
| 2023 | Hidden | Hidden | — | 48 | Fragile | Recovery | |
| 2022 | — | — | — | 46 | Fragile | Recovery | |
| 2021 | — | — | 57.6% | 33 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 25.2% | 54 | Governance-Stressed | Recovery | |
| 2019 | — | — | 24.8% | 46 | Fragile | Recovery | |
| 2018 | — | — | — | 43 | Fragile | Stable Watch | |
| 2017 | — | — | — | 43 | Fragile | Decline Risk | |
| 2016 | — | — | — | 47 | Fragile | Stable Watch | |
| 2015 | — | — | — | 51 | Fragile | Stable Watch | |
| 2014 | — | — | — | 47 | Fragile | Stable Watch | |
| 2013 | — | — | — | 47 | Fragile | Recovery | |
| 2012 | — | — | — | 39 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DARYL TIMMER | Artistic Director | 25.3% of Rev | ||
| JODI GAGER | BUSINESS MANAGER | 8.5% of Rev | ||
| TERRY MISTALSKI | Board Member | — | ||
| KRISTIE SHAFFER | Board President | — | ||
| BRENT BUDKE | Board President | — | ||
| KRISTEN LANDE | Secretary | — | ||
| LAURA NUEHRING | Treasurer | — | ||
| DAVID BRANDT | Board Member | — | ||
| GENE KELM | Board Member | — | ||
| BILL BRINO | Board Member | — | ||
| DANIELLE KRAMER | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DARYL TIMMER | Artistic Director | 22.0% of Rev | ||
| JODI GAGER | BUSINESS MANAGER | 7.5% of Rev | ||
| MARY HESTON DAHL | Board President | — | ||
| TERRY MISTALSKI | Board Member | — | ||
| KRISTIE SHAFFER | Board President | — | ||
| BRENT BUDKE | Board President | — | ||
| KRISTEN LANDE | Secretary | — | ||
| LAURA NUEHRING | Treasurer | — | ||
| DAVID BRANDT | Board Member | — | ||
| NAOMI RATH | Board Member | — | ||
| BILL BRINO | Board Member | — | ||
| STEVE KUMMER | Board Member | — | ||
| DANIELLE KRAMER | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DARYL TIMMER | Artistic Director | 22.0% of Rev | ||
| JODI GAGER | BUSINESS MANAGER | 7.5% of Rev | ||
| MARY HESTON DAHL | Board President | — | ||
| KARIN LUSKEY | Secretary | — | ||
| TERRY MISTALSKI | Board Member | — | ||
| ELLEN NESETH | Treasurer | — | ||
| DOLLY PARKER | Board Member | — | ||
| KRISTIE SHAFFER | Board President | — | ||
| BRENT BUDKE | Board Member | — | ||
| KIRSTEN LANDE | Secretary | — | ||
| LAURA NUEHRING | Treasurer | — | ||
| DAVID BRANDT | Board Member | — | ||
| NAOMI RATH | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DARYL TIMMER | Artistic Director | 20.0% of Rev | ||
| JODI GAGER | BUSINESS MANAGER | 7.0% of Rev | ||
| BILL BJORUM | Board Member | — | ||
| MARILYN JOHNSON | Board President | — | ||
| MARY HESTON DAHL | Board President | — | ||
| KARIN LUSKEY | Secretary | — | ||
| TERRY MISTALSKI | Board Member | — | ||
| ELLEN NESETH | Treasurer | — | ||
| DOLLY PARKER | Board Member | — | ||
| KELSEY ROBBINS | Board President | — | ||
| KRISTIE SHAFFER | Board President | — | ||
| BRENT BUDKE | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 257 other orgs in MN with NTEE prefix A6.
Most-divergent component: financial score sits 29 points above the peer median (80 vs. 51).
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
- Two consecutive years of deficit spending.
What would change this score
The two changes that would most improve this score:
- Stabilize program expenses or grow earned-income revenue to break the consecutive-deficit pattern (~8 points to financial score).
Improving governance is a board decision. These are the levers.