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 | — | — | — | 26 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 48 | Fragile | Decline Risk | |
| 2020 | — | — | — | 30 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 29 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | — | 29 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | — | 21 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANGIE CARLSON | Board President | — | ||
| JACK NEVEAUX | Board President | — | ||
| PENNY GOTTIER FENA | Treasurer | — | ||
| ANN MORELLI SPENCER | Board Member | — | ||
| JILL HEINS-NESVOLD | Board Member | — | ||
| DOUG AFFINITO | Board Member | — | ||
| CHAMIKA HAWKINS-TAYLOR | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANN SPENCER | Board Member | — | ||
| PENNY GOTTIER FENA | Treasurer | — | ||
| JACK NEVEAUX | Secretary | — | ||
| ANGELINE CARLSON | Board President | — | ||
| JILL HEINS-NESVOLD | Board Member | — | ||
| DOUG AFFINITO | Board Member | — | ||
| CHAMIKA HAWKINS-TAYLOR | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANN SPENCER | Board Member | — | ||
| PENNY GOTTIER FENA | Treasurer | — | ||
| ALLYSON RICHERT | Board Member | — | ||
| JACK NEVEAUX | Secretary | — | ||
| MATT BELANGER | Board Member | — | ||
| ANGELINE CARLSON | Board President | — | ||
| MARGARET BLACKSTONE ARTZ | Board Member | — | ||
| DAN ATKINS | Board Member | — | ||
| JILL HEINS-NESVOLD | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANN SPENCER | Board Member | — | ||
| PENNY GOTTIER FENA | Treasurer | — | ||
| ERIN DUFFY RESIGNED | Board Member | — | ||
| JOANNA DIEM RESIGNED | Board Member | — | ||
| JACK NEVEAUX | Secretary | — | ||
| MATT BELANGER | Board Member | — | ||
| ANGELINE CARLSON | Board President | — | ||
| MARGARET BLACKSTON ARTZ | Board Member | — | ||
| DAN ATKINS | Board Member | — | ||
| JILL HEINS-NESVOLD | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ANN SPENCER | Treasurer | — | ||
| PENNY GOTTIER FENA | Board Member | — | ||
| ERIN DUFFY | Board Member | — | ||
| JOANNA DIEM | Board Member | — | ||
| JACK NEVEAUX | Board Member | — | ||
| MATT BELANGER | Board Member | — | ||
| ANGELINE CARLSON | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 174 other orgs in MN with NTEE prefix A6.
Most-divergent component: financial score sits 33 points below the peer median (5 vs. 38).
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.