Mission Drift
Mission Drift
Market
Archetype
Mechanical
Natural
Tier
Developing
Trajectory Thumbprint
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.
The Lodestar
Institutional Health Scores
5-yr trend: Mission Drift ↑
Overall
54
Score
Governance
20
Score
Financial
70
Score
Program
85
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
Financial Era
Governance Era
Trajectory Era
Mission Drift
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 23.0% | 54 | Governance-Stressed | Recovery | |
| 2022 | Hidden | Hidden | 26.5% | 44 | Governance-Stressed | Gov Risk | |
| 2021 | Hidden | Hidden | 26.0% | 52 | Governance-Stressed | Gov Risk | |
| 2020 | Hidden | Hidden | 20.1% | 58 | Governance-Stressed | Recovery | |
| 2019 | Hidden | Hidden | 19.0% | 28 | Critical Intervention Needed | Recovery | |
| 2018 | Hidden | Hidden | 14.7% | 33 | Critical Intervention Needed | Gov Risk | |
| 2017 | Hidden | Hidden | 11.8% | 35 | Critical Intervention Needed | Recovery | |
| 2016 | Hidden | Hidden | 12.7% | 36 | Critical Intervention Needed | Decline Risk | |
| 2015 | Hidden | Hidden | 12.1% | 42 | Critical Intervention Needed | Recovery | |
| 2014 | Hidden | Hidden | 12.3% | 27 | Critical Intervention Needed | Gov Risk | |
| 2013 | Hidden | Hidden | 11.6% | 38 | Governance-Stressed | Gov Risk | |
| 2012 | Hidden | Hidden | 11.9% | 48 | Governance-Stressed | Gov Risk | |
| 2011 | Hidden | Hidden | 11.9% | 48 | Governance-Stressed | Recovery | |
| 2010 | Hidden | — | — | 44 | Governance-Stressed | Gov Risk |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MIA E MAES | Executive Director | 14.2% of Rev | ||
| MAUD BEENHOUWER | PROGRAM COORDINATOR | 9.4% of Rev | ||
| ARTHA MEADORS | STAFF | 7.2% of Rev | ||
| RONDA CORDOVA | Treasurer | 3.0% of Rev | ||
| MARA SOBOTKA | STAFF | 1.9% of Rev | ||
| MICHAEL KEITH | Board Member | — | ||
| MIRIAM RAY | Board Member | — | ||
| GREGORY BRIGHT | Board Member | — | ||
| MONICA AGUILAR | Board Member | — | ||
| JOANIE GRIFFIN | Board President | — | ||
| SHELLEY CHERRIN | Board President | — | ||
| KATHY BLACK | Secretary | — | ||
| KRYSTIAN JAMROZEK | STAFF | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MIA E MAES | Board Member | 12.9% of Rev | ||
| MAUD BEENHOUWER | PROGRAM COORDINATOR | 8.9% of Rev | ||
| ARTHA MEADORS | STAFF | 6.1% of Rev | ||
| MARA SOBOTKA | STAFF | 5.9% of Rev | ||
| RHONDA CORDOVA | Treasurer | — | ||
| MICHAEL KEITH | Board Member | — | ||
| MIRIAM RAY | Board Member | — | ||
| CLARENCE HUGHES | Board Member | — | ||
| KATHY BLACK | Board Member | — | ||
| MONICA AGUILAR | Board Member | — | ||
| GREG BRIGHT | Board Member | — | ||
| JOANIE GRIFFIN | Board President | — | ||
| SHELLEY CHERRIN | Board President | — | ||
| LARRY DONAHUE | Secretary | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MIA MAES | Executive Director | 9.6% of Rev | ||
| MAUD BEENHOUWER | PROGRAM COORDINATOR | 8.1% of Rev | ||
| DEBRA R ORLOFSKY | EMPOWERMENT THROUGH MUSIC | 3.7% of Rev | ||
| DEBBIE DOBSON MARCHINI | YOUTH EDUCATION COORDINATOR | 0.5% of Rev | ||
| KEITH ROBERTSON | Board Member | — | ||
| EVAN ANDERSON | Board Member | — | ||
| JACK BOWERS | Board Member | — | ||
| SHARON NEAL DREYFUS | Board President | — | ||
| SANDRA LIAKUS PILCHER | Board President | — | ||
| JOHN TROTTER | Secretary | — | ||
| DONALD DENTLER | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| AURELLA B HARRIS-POWERS | Board Member | — | ||
| SANDRA LIAKUS PILCHER | Board Member | — | ||
| JUDY LABOVITZ | Board Member | — | ||
| STEVEN SEIFERT | Board President | — | ||
| CHARLES PALMER | Treasurer | — | ||
| GINA DENNIS | Board President | — | ||
| JACK BOWERS | Board Member | — | ||
| JOHN DUBOIS | Board Member | — | ||
| JOHN TROTTER | Board Member | — | ||
| DEBO ORLOFSKY | EMPOWERMENT THROUGH MUSIC | — | ||
| ARTHA MEADORS | STAFF | — | ||
| NICHOLAS BAKER | STAFF | — | ||
| MAUD BEENHOUWER | PROGRAM COORDINATOR | — | ||
| DEBBIE DOBSON MARCHINI | YOUTH EDUCATION COORDINATOR | — | ||
| JACK BOWERS | Board Member | — | ||
| KEITH ROBERTSON | Board Member | — | ||
| SHARON NEAL DREYFUS | Board Member | — | ||
| SANDRA LIAKUS PILCHER | Board Member | — | ||
| AURELLA B HARRIS-POWERS | Board Member | — | ||
| DONALD DENTLER | Treasurer | — | ||
| JOHN TROTTER | Secretary | — | ||
| CHARLES PALMER | Board President | — | ||
| STEVEN SEIFERT | Board President | — | ||
| DEBO ORLOFSKY | EMPOWERMENT THROUGH MUSIC | — | ||
| ARTHA MEADORS | STAFF | — | ||
| NICHOLAS BAKER | STAFF | — | ||
| MAUD BEENHOUWER | PROGRAM COORDINATOR | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
70 / 100
weight 40%
Governance risk
20 / 100
weight 40%
Program scale
85 / 100
weight 20%
Overall
54 / 100
Developing
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 84 other orgs in NM with NTEE prefix A6.
Most-divergent component: program score sits 53 points above the peer median (85 vs. 32).
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 23.0% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- MIA E MAES holds 6 distinct authority roles, which creates concentration risk.
- Governance score is in the bottom quartile of the sector, typically driven by compensation concentration or related authority clustering.
- Sustained governance crisis: score has stayed below 25 for 5 consecutive years — a chronic pattern.
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 23.0% to under 22% of revenue — would move governance score by ~5 points.
Improving governance is a board decision. These are the levers.