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 | 20.5% | 47 | Fragile | Recovery | |
| 2022 | — | — | — | 41 | Financially Distressed | Decline Risk | |
| 2021 | — | — | — | 55 | Fragile | Recovery | |
| 2020 | — | — | 16.6% | 37 | Fragile | Recovery | |
| 2019 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | — | 22 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 23.0% | 30 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 35.3% | 27 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 25.9% | 26 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 27 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 15.8% | 33 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 41 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Matthew Culloton | Artistic Director | 20.8% of Rev | ||
| Matthew Culloton | Artistic Director | 20.5% of Rev | ||
| Allie Tunseth Lindgren | Board President | — | ||
| Jon Van Nurden | Board President | — | ||
| James Sele | Treasurer | — | ||
| Julio Antonio Fesser | Board Member | — | ||
| Patty Paulus | Board Member | — | ||
| Julie Schramke | Board Member | — | ||
| Jacqueline Steele | Board Member | — | ||
| Ann Elliott | Board Member | — | ||
| Allie Tunseth Lindgren | Board President | — | ||
| Jon Van Nurden | Board President | — | ||
| Jim Sele | Treasurer | — | ||
| Julio Antonio Fesser | Board Member | — | ||
| Patty Paulus | Board Member | — | ||
| Julie Schramke | Board Member | — | ||
| Jackie Steele | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Joseph Osowski | Board President | — | ||
| John Rynders | Representative | — | ||
| Patty Paulus | Board President | — | ||
| James Sele | Treasurer | — | ||
| Barbara Knowles-Hanson | Board Member | — | ||
| Alan Beck | Board Member | — | ||
| Michelle Barry | Board Member | — | ||
| Stacia Himar | Board Member | — | ||
| Allie Tunseth Lindgren | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Dr Matthew Culloton | Artistic Director | 14.9% of Rev | ||
| Joseph Osowski | Board President | — | ||
| Patty Paulus | Board President | — | ||
| James Sele | Treasurer | — | ||
| Barbara Knowles-Hanson | Board Member | — | ||
| Alan Beck | Board Member | — | ||
| Michelle Barry | Board Member | — | ||
| Stacia Himar | Board Member | — | ||
| Allie Tunseth Lindgren | Board Member | — | ||
| Tesfa Wondemagegnehu | 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 13 points above the peer median (50 vs. 37).
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 20.5% sits within the sector's healthy band (18–22%).
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).
Improving governance is a board decision. These are the levers.