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
58
Score
Financial
50
Score
Program
60
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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 2.2% | 54 | Fragile | Recovery | |
| 2022 | — | — | 6.3% | 31 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 3.4% | 52 | Fragile | Recovery | |
| 2020 | — | — | — | 36 | Financially Distressed | Recovery | |
| 2019 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | — | 31 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 33 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | — | 31 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Leah Smith | Artistic Director | 2.4% of Rev | ||
| Leah Smith | Artistic Director | 2.1% of Rev | ||
| Jeff Nahan | Treasurer | 0.2% of Rev | ||
| Byron Keys | Board President | 0.2% of Rev | ||
| Jeff Nahan | Treasurer | 0.1% of Rev | ||
| M Christine Whitaker Ellis | Board President | — | ||
| Terry E Packer | Board President | — | ||
| Marilyn Newton | Secretary | — | ||
| Byron Keys | Secretary | — | ||
| Frances Beeman | Board Member | — | ||
| Daniel E Herman | Board Member | — | ||
| Maryl Kacir Huntington | Board Member | — | ||
| Paula Krzeczkowski | Board Member | — | ||
| Mark Loeb | Board Member | — | ||
| Lucy H Maddox | Board Member | — | ||
| Kathleen Newell | Board Member | — | ||
| Samantha Watson Vanenburg | Board Member | — | ||
| M Christine Whitaker Ellis | Board President | — | ||
| Terry E Packer | Board President | — | ||
| Paula Krzeczkowski | Secretary | — | ||
| Frances Beeman | Board Member | — | ||
| Daniel E Herman | Board Member | — | ||
| Maryl Kacir Huntington | Board Member | — | ||
| Paula Krzeczkowski | Board Member | — | ||
| Mark Loeb | Board Member | — | ||
| Lucy H Maddox | Board Member | — | ||
| Kathleen Newell | Board Member | — | ||
| Samantha Watson Vanenburg | Board Member | — | ||
| Shawnda Duncan-Hill | Board Member | — | ||
| Nathan Harvey | Board Member | — | ||
| Melinda Mo'nae Rawls | Board Member | — | ||
| Noceeba Southern Letts | Board Member | — | ||
| Kelli Williams | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Leah Smith | Artistic Director | 2.0% of Rev | ||
| M Christine Whitaker Ellis | Board President | — | ||
| Terry E Packer | Board President | — | ||
| Jeff Nahan | Treasurer | — | ||
| Marilyn Newton | Secretary | — | ||
| Byron Keys | Secretary | — | ||
| Frances Beeman | Board Member | — | ||
| Daniel E Herman | Board Member | — | ||
| Maryl Kacir Huntington | Board Member | — | ||
| Paula Krzeczkowski | Board Member | — | ||
| Mark Loeb | Board Member | — | ||
| Lucy H Maddox | Board Member | — | ||
| Kathleen Newell | Board Member | — | ||
| Samantha Watson Vanenburg | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Leah Smith | Artistic Director | 1.2% of Rev | ||
| M Christine Whitaker Ellis | Board President | — | ||
| Madge Anderson | Board President | — | ||
| Barbara Busby | Treasurer | — | ||
| Daniel E Herman | Secretary | — | ||
| Maryl Kacir Huntington | Secretary | — | ||
| Shirley B Dismuke | Board Member | — | ||
| Lucy H Maddox | Board Member | — | ||
| Rhonda English | Board Member | — | ||
| Mikki Godfrey | Board Member | — | ||
| Toni Jennings | Board Member | — | ||
| Jeff Nahan | Board Member | — | ||
| Brenda Perryman | Board Member | — | ||
| Vickie Winn | Board Member | — | ||
| Paula Palmer Krzeczkowsi | Board Member | — | ||
| David Nelson | Board Member | — | ||
| Frances Beeman | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| M Christine Whitaker Ellis | Board President | — | ||
| Madge Anderson | Board President | — | ||
| Barbara Busby | Treasurer | — | ||
| Daniel E Herman | Secretary | — | ||
| Maryl Kacir Huntington | Secretary | — | ||
| Shirley B Dismuke | Board Member | — | ||
| Lucy H Maddox | Board Member | — | ||
| Rhonda English | Board Member | — | ||
| Mikki Godfrey | Board Member | — | ||
| Toni Jennings | Board Member | — | ||
| Jeff Nahan | Board Member | — | ||
| Brenda Perryman | Board Member | — | ||
| Vickie Winn | Board Member | — | ||
| Paula Palmer Krzeczkowsi | Board Member | — | ||
| David Nelson | Board Member | — | ||
| Frances Beeman | Board Member | — | ||
| Bruce Millan | Artistic Director | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
50 / 100
weight 40%
Governance risk
58 / 100
weight 40%
Program scale
60 / 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 280 other orgs in MI with NTEE prefix A6.
Most-divergent component: program score sits 32 points above the peer median (60 vs. 28).
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 2.2% 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.