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 | Hidden | Hidden | — | 29 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 27.5% | 17 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 11.3% | 37 | Fragile | Recovery | |
| 2020 | — | — | 26.2% | 20 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | — | 41 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CAROLYN SILVERBERG | Board Member | 6.4% of Rev | ||
| MARY EHLINGER SILVERBERG | Artistic Director | — | ||
| LUCY BUNKER | Board Member | — | ||
| TERESA SCHMIDT | Board Member | — | ||
| TERESA APORTELLA SERGOTT | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CAROLYN SILVERBERG | Board Member | 4.2% of Rev | ||
| MARY EHLINGER SILVERBERG | Artistic Director | — | ||
| TERESA SCHMIDT | Board Member | — | ||
| TERESA SCHMIDT | Board Member | — | ||
| TERESA APORTELLA SERGOTT | Board Member | — | ||
| LUCY BUNKER | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CAROLYN SILVERBERG | Board Member | 6.2% of Rev | ||
| MARY EHLINGER SILVERBERG | Artistic Director | — | ||
| TONY GIOVANNINI | Board Member | — | ||
| TERESA SCHMIDT | Board Member | — | ||
| PARKER DREW | Board Member | — | ||
| RITA BARETTA | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CAROLYN SILVERBERG | Board Member | 4.4% of Rev | ||
| MARY EHLINGER SILVERBERG | Artistic Director | — | ||
| TONY GIOVANNINI | Board Member | — | ||
| TERESA SCHMIDT | Board Member | — | ||
| PARKER DREW | Board Member | — | ||
| RITA BARETTA | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CAROLYN SILVERBERG | OFFICER/SOCIAL MEDIA & MARKETING DIR | 7.5% of Rev | ||
| MARY EHLINGER SILVERBERG | Artistic Director | — | ||
| TONY GIOVANNINI | Board Member | — | ||
| TERESA SCHMIDT | Board Member | — | ||
| RITA BARETTA | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 182 other orgs in WI with NTEE prefix A6.
Most-divergent component: financial score sits 26 points below the peer median (30 vs. 56).
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
- 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.