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 |
|---|---|---|---|---|---|---|---|
| 2023 | Hidden | Hidden | 23.9% | 43 | Fragile | Recovery | |
| 2022 | — | — | 17.4% | 39 | Fragile | Decline Risk | |
| 2021 | — | — | 13.2% | 45 | Fragile | Stable Watch | |
| 2020 | — | — | — | 48 | Fragile | Decline Risk | |
| 2019 | — | — | — | 10 | Critical Intervention Needed | Gov Risk | |
| 2018 | — | — | 55.5% | 29 | Critical Intervention Needed | Gov Risk | |
| 2017 | — | — | 45.7% | 29 | Critical Intervention Needed | Gov Risk | |
| 2016 | — | — | 26.8% | 37 | Governance-Stressed | Gov Risk | |
| 2015 | — | — | 42.0% | 29 | Critical Intervention Needed | Gov Risk | |
| 2014 | — | — | 28.7% | 33 | Critical Intervention Needed | Gov Risk | |
| 2013 | — | — | 51.6% | 36 | Governance-Stressed | Gov Risk | |
| 2012 | — | — | 8.7% | 47 | Fragile | Recovery | |
| 2011 | — | — | — | 47 | Fragile | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| AMY MCGUIRE | Board Member | 20.7% of Rev | ||
| STEVE BREEDEN | Board Member | — | ||
| MERLE HADACHEK | Board Member | — | ||
| LYNN RIDDER | Board Member | — | ||
| GREG MCGUIRE | Board President | — | ||
| MARLEA JAMES | Secretary | — | ||
| SHANNON SHORT | Treasurer | — | ||
| SKYLAR TUXHORN | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| WAYLON SHEETZ | Board Member | — | ||
| STEVE BREEDEN | Board Member | — | ||
| REBECCA BENYSHEK | Board Member | — | ||
| AMY MCGUIRE | Board Member | — | ||
| LESA ZENGER | Board Member | — | ||
| BRIAN YOUNG | Board Member | — | ||
| PAT STINDT | Board Member | — | ||
| LORA GIEBER | Board Member | — | ||
| MIKEL HADACHEK | Treasurer | — | ||
| MERLE HADACHEK | Board President | — | ||
| DR ANDY WALKER | Board President | — | ||
| MARLEA JAMES | Secretary | — | ||
| SHELLY PACHTA | Board Member | — | ||
| STEVE BREEDEN | Board Member | — | ||
| KELLY COLLARD | Board Member | — | ||
| AMY MCGUIRE | Board Member | — | ||
| LESA ZENGER | Board Member | — | ||
| GREG MCGUIRE | Board Member | — | ||
| LORA GIEBER | Board Member | — | ||
| MIKEL HADACHEK | Treasurer | — | ||
| MERLE HADACHEK | Board President | — | ||
| DR ANDY WALKER | Board President | — | ||
| MARLEA JAMES | Secretary | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 3 other orgs in KS with NTEE prefix A4.
Most-divergent component: governance score sits 40 points below the peer median (45 vs. 85).
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.
Overall score has gone from 10 → 43 over 5 years (improving by 33 points). A multi-year directional move of this magnitude is a signal worth investigating.
What's driving this score
- Comp-to-revenue ratio of 23.9% is modestly above the sector's healthy band (18–22%) — worth monitoring.
What would change this score
The two changes that would most improve this score:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- Reduce top-officer compensation from 23.9% to under 22% of revenue — would move governance score by ~5 points.
Improving governance is a board decision. These are the levers.