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 | 31.3% | 34 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | — | 49 | Fragile | Recovery | |
| 2021 | — | — | — | 48 | Fragile | Decline Risk | |
| 2020 | — | — | — | 55 | Fragile | Recovery | |
| 2019 | — | — | 31.2% | 30 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 35 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| EARL MOORE | Board President | — | ||
| KENNETH NIEMEYER | Treasurer | — | ||
| ELIZABETH VAUGHT | Secretary | — | ||
| KATHRYN NORDHAGEN | Board Member | — | ||
| SARAH COHN | Board Member | — | ||
| DEAN OLSON | Board Member | — | ||
| CLAIRE PSOURATHAKIS | Board Member | — | ||
| MATT RUBY | Board Member | — | ||
| JOE ANDREWS | Board Member | — | ||
| MARY PAT | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MATTHEW RUBY | Board President | — | ||
| CLAIRE PSAROUTHAKIS | Board President | — | ||
| SARAH JOHNSON | Treasurer | — | ||
| RUTH TANG | Secretary | — | ||
| JOE ANDREWS | Board Member | — | ||
| EARL MOORE | Board Member | — | ||
| KATY NORDHAGEN | Board Member | — | ||
| MARY PAT BYRN | Board Member | — | ||
| SARAH COHN | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SARAH COHN | Board President | — | ||
| JONATHAN MATHES | Board President | — | ||
| CLAIRE PSAROUTHAKIS | Secretary | — | ||
| SARAH JOHNSON | Treasurer | — | ||
| JIM ROTH | Board Member | — | ||
| RUTH TANG | Board Member | — | ||
| GENE DUENOW | Board Member | — | ||
| MATT RUBY | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JANE MILLER | Artistic Director | 17.5% of Rev | ||
| JOHN M FANTIN | Executive Director | 9.3% of Rev | ||
| SARAH COHN | Board President | — | ||
| JONATHAN MATHES | Board President | — | ||
| CLAIRE PSAROUTHAKIS | Secretary | — | ||
| SARAH JOHNSON | Treasurer | — | ||
| JIM ROTH | Board Member | — | ||
| RUTH TANG | Board Member | — | ||
| GENE DUENOW | Board Member | — | ||
| MATT RUBY | 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 21 points below the peer median (30 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
- Comp-to-revenue ratio of 31.3% is above the 90th percentile for orgs of this size (healthy band: 18–22%).
- 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:
- Reduce top-officer compensation from 31.3% to under 22% of revenue — would move governance score by ~19 points.
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
Improving governance is a board decision. These are the levers.