Mission Drift
"Serves as a consortium for Minnesota's eleven Regional Arts Councils, fostering their continuous improvement, collaboration, and professional development, particularly in areas like Diversity, Equity, and Inclusion."
— Statement of Program Service Accomplishments
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.
Demonstrated Impact
- all 11 Minnesota regional arts councils participated in DEI learning process
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 | Hidden | Hidden | — | 30 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | — | 21 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 38 | Financially Distressed | Decline Risk | |
| 2020 | — | — | — | 42 | Fragile | Recovery | |
| 2019 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | — | 29 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | — | 25 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 29 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | — | 21 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 25 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | — | 21 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 25 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | — | 21 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Mara Hanel | Board President | — | ||
| Mary Minnick-Daniels | Board Member | — | ||
| Anastasia Shartin | Board Member | — | ||
| Miranda Lape | Board Member | — | ||
| Leslie Hanlon | Board Member | — | ||
| Nicole DeBoer | Board Member | — | ||
| Patrick Calder-Carriere | Board Member | — | ||
| Anna Pollock | Treasurer | — | ||
| Kathy Mouacheupao | Board Member | — | ||
| Rebecca Graves | Board President | — | ||
| Timothy Wollenzien | Board Member | — | ||
| Mara Hanel | Board Member | — | ||
| Mary Minnick-Daniels | Board Member | — | ||
| Anastasia Shartin | Board Member | — | ||
| Mark Turner | Board Member | — | ||
| Leslie Lecuyer | Board Member | — | ||
| Nicole DeBoer | Board Member | — | ||
| Laura Seter | Board President | — | ||
| Anna Pollock | Board Member | — | ||
| Kathy Mouacheupao | Board President | — | ||
| Rebecca Graves | Treasurer | — | ||
| Maxine Adams | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Mara Hanel | Board Member | — | ||
| Mary Minnick-Daniels | Board Member | — | ||
| Robin Pearson | Board Member | — | ||
| Mark Turner | Board Member | — | ||
| Leslie Lecuyer | Board Member | — | ||
| Nicole DeBoer | Board President | — | ||
| Laura Seter | Board Member | — | ||
| Brenda Byron | Board Member | — | ||
| Kathy Mouacheupao | Board President | — | ||
| Drew Digby | Board Member | — | ||
| Maxine Adams | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Mara Hanel | Board Member | — | ||
| Mary Minnick-Daniels | Board Member | — | ||
| Robin Pearson | Board Member | — | ||
| Mark Turner | Board Member | — | ||
| Leslie Lecuyer | Board Member | — | ||
| Nicole DeBoer | Board Member | — | ||
| Laura Seter | Board Member | — | ||
| Brenda Byron | Board Member | — | ||
| Kathy Mouacheupao | Board President | — | ||
| Drew Digby | Board President | — | ||
| Maxine Adams | Treasurer | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 30 other orgs in MN with NTEE prefix A9.
Most-divergent component: financial score sits 52 points below the peer median (15 vs. 67).
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.