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 | — | — | — | 41 | Fragile | Recovery | |
| 2022 | — | — | 22.8% | 35 | Financially Distressed | Decline Risk | |
| 2021 | — | — | 14.9% | 45 | Fragile | Recovery | |
| 2020 | — | — | — | 28 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | — | 39 | Fragile | Recovery | |
| 2018 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 17.0% | 33 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 18.6% | 29 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 16.1% | 33 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 51 | Fragile | Recovery | |
| 2011 | — | — | — | 31 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BRETT ANDERSEN | Secretary | — | ||
| CHRIS CHEENEY | Board Member | — | ||
| JEFF DRIGGS | Board President | — | ||
| BING FANG | Board Member | — | ||
| MONTE GARCIA | Board Member | — | ||
| SANDY JENSEN | EXECUTIVE DI | — | ||
| SCOTT MACDONALD | MARKETING DI | — | ||
| JIM MORGAN | Board Member | — | ||
| CLARENCE STROHN | Board President | — | ||
| KELLY WIDEMAN | Board Member | — | ||
| ERIC JENSEN | Artistic Director | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ERIC JENSEN | Artistic Director | 23.2% of Rev | ||
| BRETT ANDERSEN | Secretary | — | ||
| CHRIS CHEENEY | Board Member | — | ||
| JEFF DRIGGS | Board President | — | ||
| MONTE GARCIA | Board Member | — | ||
| SANDY JENSEN | EXECUTIVE DI | — | ||
| JIM MORGAN | Board Member | — | ||
| CLARENCE STROHN | Board President | — | ||
| KELLY WIDEMAN | Board Member | — | ||
| BING FANG | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ERIC JENSEN | Artistic Director | 21.0% of Rev | ||
| CHRIS CHEENEY | Board Member | — | ||
| JEFF DRIGGS | Board Member | — | ||
| BEN EDDINGTON | Board Member | — | ||
| JANET GONZALES | Board Member | — | ||
| SANDY JENSEN | EXECUTIVE DI | — | ||
| JIM MORGAN | Board Member | — | ||
| CLARENCE STROHN | Board President | — | ||
| KELLY WIDEMAN | Board Member | — | ||
| BING FANG | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ERIC JENSEN | Artistic Director | 19.7% of Rev | ||
| JEFF DRIGGS | Board Member | — | ||
| JANET GONZALES | Board President | — | ||
| LIZ HALLORAN | Board Member | — | ||
| SANDY JENSEN | EXECUTIVE DI | — | ||
| JIM MORGAN | Board Member | — | ||
| CLARENCE STROHN | Board Member | — | ||
| BING FANG | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JEFF DRIGGS | Board Member | — | ||
| JANET GONZALES | Board President | — | ||
| LIZ HALLORAN | Board Member | — | ||
| SANDY JENSEN | EXECUTIVE DI | — | ||
| JIM MORGAN | Board Member | — | ||
| CLARENCE STROHN | Board Member | — | ||
| BING FANG | Treasurer | — | ||
| ERIC JENSEN | Artistic Director | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 114 other orgs in UT with NTEE prefix A6.
Most-divergent component: governance score sits 11 points below the peer median (50 vs. 61).
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
- No individual risk drivers stand out. Overall score reflects component balance, not any single signal.
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.