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 |
|---|---|---|---|---|---|---|---|
| 2024 | — | — | 25.4% | 30 | Critical Intervention Needed | Gov Risk | |
| 2023 | Hidden | Hidden | — | 44 | Fragile | Decline Risk | |
| 2022 | — | — | 12.4% | 28 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 3.8% | 42 | Fragile | Recovery | |
| 2020 | — | — | 22.2% | 26 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 5.8% | 33 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 5.7% | 30 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 7.4% | 33 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 8.0% | 29 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 7.5% | 30 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 5.3% | 30 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | — | 39 | Financially Distressed | Decline Risk | |
| 2012 | — | — | — | 51 | Fragile | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARY RUTH COWGILL | Treasurer | 0.8% of Rev | ||
| LUCINDA MERRY-BROWNE | Artistic Director | 0.4% of Rev | ||
| DEBRA FORTIER | Board President | — | ||
| JANET HANNSZ | VICE PRESIDE | — | ||
| ETHAN KEOGH | Board Member | — | ||
| JENNIFER KIEFER THOMAS | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARY RUTH COWGILL | Treasurer | 5.2% of Rev | ||
| LUCINDA MERRY-BROWNE | Artistic Director | 1.2% of Rev | ||
| DEBRA FORTIER | Board President | — | ||
| JANET HANNSZ | Board President | — | ||
| MARGARET MOLINEAX | Secretary | — | ||
| CHERYL HENRY FAWCETT | Board Member | — | ||
| CHESTER BARTELS | Board Member | — | ||
| ISABELLA MESSINA | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LUCINDA MERRY-BROWNE | Artistic Director | 2.9% of Rev | ||
| MARY RUTH COWGILL | Treasurer | 1.4% of Rev | ||
| CHERYL HENRY FAWCETT | Board Member | 0.3% of Rev | ||
| JANET HANNSZ | Board President | — | ||
| MARGARET MESSINA | Secretary | — | ||
| DEBRA FORTIER | Board President | — | ||
| CHESTER BARTELS | Board Member | — | ||
| MARGARET MOLINEAX | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Fewer than 3 peers found in MD for this NTEE subcategory; peer comparison would not be statistically meaningful.
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 26 → 30 over 5 years (improving by 4 points).
What's driving this score
- Comp-to-revenue ratio of 25.4% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- 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.