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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | — | — | — | 50 | Fragile | Recovery | |
| 2023 | — | — | — | 43 | Financially Distressed | Decline Risk | |
| 2022 | — | — | — | 50 | Fragile | Recovery | |
| 2021 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | — | 46 | Financially Distressed | Recovery | |
| 2019 | — | — | — | 47 | Fragile | Stable Watch | |
| 2018 | — | — | — | 47 | Fragile | Recovery | |
| 2017 | — | — | — | 43 | Fragile | Decline Risk | |
| 2016 | — | — | — | 47 | Fragile | Stable Watch | |
| 2015 | — | — | — | 47 | Fragile | Stable Watch | |
| 2014 | — | — | — | 47 | Fragile | Recovery | |
| 2013 | — | — | — | 43 | Financially Distressed | Stable Watch | |
| 2012 | — | — | — | 43 | Financially Distressed | Decline Risk | |
| 2011 | — | — | — | 47 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Bill Keith | Board President | — | ||
| Chris Waterman | Board President | — | ||
| Kathy Kitzmann | Treasurer | — | ||
| Terry Birkett | Board Member | — | ||
| Gary Grace | Board Member | — | ||
| Paul Patton | Board Member | — | ||
| Maureen Garfield | Office Manager | — | ||
| Angela Ward | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Chris Waterman | Board President | — | ||
| Kathy Kitzmann | Treasurer | — | ||
| Terry Birkett | Board Member | — | ||
| Gary Grace | Board Member | — | ||
| Amy Petty | Board Member | — | ||
| Paul Patton | Board Member | — | ||
| Maureen Garfield | Office Manager | — | ||
| Angela Ward | Board Member | — | ||
| Bill Keith | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Bill Keith | Board President | — | ||
| Chris Waterman | Board President | — | ||
| Kathy Kitzmann | Treasurer | — | ||
| Terry Birkett | Board Member | — | ||
| Gary Grace | Board Member | — | ||
| Amy Petty | Board Member | — | ||
| Paul Patton | Board Member | — | ||
| Maureen Garfield | Office Manager | — | ||
| Angela Ward | Board Member | — |
Score breakdown
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 13 points below the peer median (15 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
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
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.