Mission Drift
Mission Drift
Market
Archetype
Mechanical
Natural
Tier
Priority Review
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
33
Score
Governance
42
Score
Financial
55
Score
Program
5
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
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 | — | — | 210.0% | 33 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 10.8% | 55 | Fragile | Recovery | |
| 2021 | — | — | — | 37 | Fragile | Decline Risk | |
| 2020 | — | — | 8.8% | 53 | Fragile | Recovery | |
| 2019 | — | — | — | 51 | Fragile | Decline Risk | |
| 2018 | — | — | — | 53 | Fragile | Recovery | |
| 2017 | — | — | 33.2% | 34 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 44.9% | 28 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 56.2% | 19 | Critical Intervention Needed | Gov Risk | |
| 2014 | — | — | 56.9% | 29 | Critical Intervention Needed | Gov Risk | |
| 2013 | — | — | 36.1% | 34 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | 54.4% | 24 | Critical Intervention Needed | Gov Risk |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LINC SMELZER | Board Member | 11.3% of Rev | ||
| LINC SMELZER | Board Member | 10.9% of Rev | ||
| Courtney Hanna-McNamara | GENERAL MANAGER | 8.1% of Rev | ||
| Courtney Hanna-McNamara | GENERAL MANAGER | 7.6% of Rev | ||
| TAMARA FARRELL | Music Librarian | 6.7% of Rev | ||
| TAMARA FARRELL | Music Librarian | 6.2% of Rev | ||
| LYNN HANSEN | PERSONNEL MGR | 1.6% of Rev | ||
| LYNN HANSEN | PERSONNEL MGR | 1.5% of Rev | ||
| DAVID SINASON | Treasurer | — | ||
| GEOFFREY DECKER | Board Member | — | ||
| ANN TUCKER | Board Member | — | ||
| AMANDA NELSON | Dir. Emerita | — | ||
| Victoria Young | Board Member | — | ||
| Valerie Garver | Board Member | — | ||
| KIRK LUNDBECK | Grants Coord. | — | ||
| SALLY STEVENS | Dir. Emerita | — | ||
| DEB LOITZ | Music Ed OR Chr | — | ||
| BILL CUMMINGS | Board President | — | ||
| FRANK BAZELI | Dir. Emeritus | — | ||
| KEN OLSON | Board President | — | ||
| TONI KRULL | Board Member | — | ||
| GRETCHEN MOORE | Board President | — | ||
| JERROLD ZAR | Secretary | — | ||
| DAVID SINASON | Treasurer | — | ||
| GEOFFREY DECKER | Board Member | — | ||
| ANN TUCKER | Board Member | — | ||
| AMANDA NELSON | Dir. Emerita | — | ||
| Victoria Young | Board Member | — | ||
| Valerie Garver | Board Member | — | ||
| KIRK LUNDBECK | Grants Coord. | — | ||
| SALLY STEVENS | Dir. Emerita | — | ||
| DEB LOITZ | Music Ed OR Chr | — | ||
| BILL CUMMINGS | Board President | — | ||
| FRANK BAZELI | Dir. Emeritus | — | ||
| Joci Hasson | Intern | — | ||
| TONI KRULL | Board Member | — | ||
| GRETCHEN MOORE | Board President | — | ||
| JERROLD ZAR | Secretary | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LINC SMELZER | Board Member | 10.9% of Rev | ||
| KIRK LUNDBECK | Grants Coord. | — | ||
| SALLY STEVENS | Dir. Emerita | — | ||
| DEB LOITZ | Board Member | — | ||
| BILL CUMMINGS | Board President | — | ||
| FRANK BAZELI | Dir. Emeritus | — | ||
| KEN OLSON | Board President | — | ||
| TONI KRULL | Board Member | — | ||
| GRETCHEN MOORE | Board President | — | ||
| LYNN HANSEN | PERSONNEL MGR | — | ||
| JERROLD ZAR | Secretary | — | ||
| DAVID SINASON | Treasurer | — | ||
| GEOFFREY DECKER | Board Member | — | ||
| ANN TUCKER | Board Member | — | ||
| AMANDA NELSON | Dir. Emerita | — | ||
| TAMARA FARRELL | Music Librarian | — | ||
| Courtney Hanna-McNamara | GENERAL MANAGER | — | ||
| Victoria Young | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LINC SMELZER | Board Member | 8.9% of Rev | ||
| KIRK LUNDBECK | Grants Coord. | — | ||
| SALLY STEVENS | Dir. Emerita | — | ||
| DEB LOITZ | Board Member | — | ||
| BILL CUMMINGS | Board President | — | ||
| FRANK BAZELI | Us | — | ||
| KEN OLSON | Grants Coord. | — | ||
| TONI KRULL | Board Member | — | ||
| GRETCHEN MOORE | Board President | — | ||
| LYNN HANSEN | PERSONNEL MGR | — | ||
| JERROLD ZAR | Secretary | — | ||
| DAVID SINASON | Treasurer | — | ||
| GEOFFREY DECKER | Board Member | — | ||
| ANN TUCKER | Board President | — | ||
| AMANDA NELSON | Dir. Emerita | — | ||
| TAMARA FARRELL | Music Librarian | — | ||
| KELSEY CHELBERG | GENERAL MANAGER | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
55 / 100
weight 40%
Governance risk
42 / 100
weight 40%
Program scale
5 / 100
weight 20%
Overall
33 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 196 other orgs in IL with NTEE prefix A6.
Most-divergent component: program score sits 27 points below the peer median (5 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 210.0% is well above the sector's 90th percentile (healthy band: 18–22%).
What would change this score
The two changes that would most improve this score:
- Reduce top-officer compensation from 210.0% to under 22% of revenue — would move governance score by ~40 points.
- 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.