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 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 2.8% | 30 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 30.9% | 15 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 27.5% | 34 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 11.9% | 31 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 27 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 31 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 31 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 31 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 21 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 27 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Daniel Kreeger | Board President | 2.8% of Rev | ||
| Daniel Kreeger | Board President | — | ||
| Daniel Thomas | Treasurer | — | ||
| Stephen Margulis | Secretary | — | ||
| Abram Kreeger | Artistic Director | — | ||
| Jessica Ginsberg | Board Member | — | ||
| Doug Wartzok | Board Member | — | ||
| Jessica Ginsberg | Board Member | — | ||
| Doug Wartzok | Board Member | — | ||
| Julian Kreeber | Artistic Director | — | ||
| Stephen Margulis | Secretary | — | ||
| Abram Kreeger | Artistic Director | — | ||
| Daniel Thomas | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JULIAN H KREEGER | Artistic Director | 20.1% of Rev | ||
| DANIEL THOMAS | Treasurer | — | ||
| SYLVIA BLAU | Board Member | — | ||
| ELIZABETH FENJVES | Board Member | — | ||
| ABRAM KREEGER | Board Member | — | ||
| BRIAN SHRINER | Board Member | — | ||
| JESSICA GINSBERG | Board Member | — | ||
| STEPHEN MARGULIS | Board Member | — | ||
| ALAN DERSHOWITZ | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JULIAN H KREEGER | Artistic Director | 12.5% of Rev | ||
| DANIEL THOMAS | Treasurer | — | ||
| SYLVIA BLAU | Board Member | — | ||
| ALAN DERSHOWITZ | Board Member | — | ||
| ELIZABETH FENIVES | Board Member | — | ||
| JESSICA GINSBERG | Board Member | — | ||
| ABRAM KREEGER | Board Member | — | ||
| STEPHEN MARGULIS | Board Member | — | ||
| BRIAN SHRINER | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 245 other orgs in FL with NTEE prefix A6.
Most-divergent component: financial score sits 25 points below the peer median (5 vs. 30).
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 2.8% sits within the sector's healthy band (18–22%).
- 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:
- 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.