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 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 10.5% | 53 | Fragile | Recovery | |
| 2022 | — | — | 106.0% | 29 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 16.1% | 51 | Fragile | Recovery | |
| 2020 | — | — | 18.7% | 35 | Financially Distressed | Decline Risk | |
| 2019 | — | — | 15.3% | 35 | Financially Distressed | Recovery | |
| 2018 | — | — | 25.7% | 32 | Critical Intervention Needed | Gov Risk | |
| 2017 | — | — | 14.6% | 41 | Fragile | Recovery | |
| 2016 | — | — | — | 42 | Fragile | Recovery | |
| 2015 | — | — | 41.0% | 31 | Critical Intervention Needed | Gov Risk | |
| 2014 | — | — | — | 44 | Fragile | Recovery | |
| 2013 | — | — | 19.1% | 40 | Governance-Stressed | Gov Risk | |
| 2012 | — | — | 16.2% | 47 | Fragile | Stable Watch | |
| 2011 | — | — | 8.3% | 50 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| NICOLE DONNELLY | Executive Director | 10.0% of Rev | ||
| FRANKLIN HICKMAN | Board President | — | ||
| MAGGIE DANK-LEIGH | Board President | — | ||
| JAMES GRUZOSKY | Treasurer | — | ||
| JANICE DRIESBACH | Secretary | — | ||
| PAULA DAMM | Board Member | — | ||
| JILL FOWLER | Board Member | — | ||
| J LEIGH GARCIA | Board Member | — | ||
| MP MARION | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LEONARD YOUNG | EXECUTIVE DI | 10.8% of Rev | ||
| LEONARD YOUNG | EXECUTIVE DI | 10.8% of Rev | ||
| MARGARET DENK-LEIGH | Board President | — | ||
| JAMES GRUZOSKY | Treasurer | — | ||
| JEAN E APPLEBY | Board Member | — | ||
| FRANKLIN HICKMAN | Board Member | — | ||
| DEBORAH HOWE | Board Member | — | ||
| MP MARION | Board Member | — | ||
| JULIE MCLAUGHLIN | Board Member | — | ||
| ANTHONY TRAUSCH | Board Member | — | ||
| TONY WILLIAMS | Board Member | — | ||
| MARGARET DENK-LEIGH | Board President | — | ||
| JAMES GRUZOSKY | Treasurer | — | ||
| JEAN E APPLEBY | Board Member | — | ||
| FRANKLIN HICKMAN | Board Member | — | ||
| DEBORAH HOWE | Board Member | — | ||
| MP MARION | Board Member | — | ||
| JULIE MCLAUGHLIN | Board Member | — | ||
| ANTHONY TRAUSCH | Board Member | — | ||
| TONY WILLIAMS | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Leonard Young | Executive Director | 10.0% of Rev | ||
| Julie McLaughlin | Board Member | — | ||
| MP Marion | Board Member | — | ||
| Anthony Trausch | Board Member | — | ||
| Catherine Pace | Board Member | — | ||
| Tony Williams | Board Member | — | ||
| Janice Driesbach | Board Member | — | ||
| Jo Cowan | Board Member | — | ||
| Jean E Appleby | Board Member | — | ||
| Deborah Howe | Board Member | — | ||
| Andrew Mancuso | Secretray | — | ||
| James Gruzosky | Treasurer | — | ||
| Maggie Denk-leigh | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Geri Unger | Executive Dir-Resigned | 3.9% of Rev | ||
| Leonard Young | Executive Director | 3.1% of Rev | ||
| Julie McLaughlin | Board Member | — | ||
| Andrew Mancuso | Board Member | — | ||
| Tony Williams | Board Member | — | ||
| Anthony Mancuso | Board Member | — | ||
| Jean E Appleby | Board Member | — | ||
| Jo Cowan | Board Member | — | ||
| MP Marion | Board Member | — | ||
| Deborah Howe | Board Member | — | ||
| James Gruzosky | Treasurer | — | ||
| Maggie Denk-leigh | Board President | — |
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 OH with NTEE prefix A2.
Most-divergent component: governance score sits 26 points below the peer median (50 vs. 76).
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 10.5% sits within the sector's healthy band (18–22%).
What would change this score
No specific high-impact levers identified — this org's score is balanced across components.
Improving governance is a board decision. These are the levers.