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 | 11.2% | 47 | Fragile | Decline Risk | |
| 2022 | — | — | — | 51 | Fragile | Recovery | |
| 2021 | — | — | 37.8% | 30 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | — | 47 | Fragile | Decline Risk | |
| 2018 | — | — | — | 51 | Fragile | Stable Watch | |
| 2017 | — | — | — | 51 | Fragile | Stable Watch | |
| 2016 | — | — | — | 51 | Fragile | Recovery | |
| 2015 | — | — | — | 47 | Financially Distressed | Stable Watch | |
| 2014 | — | — | — | 47 | Financially Distressed | Stable Watch | |
| 2013 | — | — | — | 43 | Financially Distressed | Decline Risk | |
| 2012 | — | — | — | 47 | Fragile | Stable Watch | |
| 2011 | — | — | — | 47 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARK STOOKESBERRY | Board Member | 9.5% of Rev | ||
| CHUCK FLORIAN | Board President | 7.8% of Rev | ||
| MATTHEW ROSE | Board Member | 1.0% of Rev | ||
| JOHN MORGAN | Board President | — | ||
| ARTHUR LARSEN | Treasurer | — | ||
| GUEN HILLER | Secretary | — | ||
| WENDY VERNON-DZAMAN | Board Member | — | ||
| TOM HALLER | Board Member | — | ||
| BUTCH RUTT | Board Member | — | ||
| CHRISTOPHER CHALFANT | ADVISOR TO THE BOARD, IT ADMINISTRATION | — | ||
| BOB STANLEY | ADVISOR TO THE BOARD | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| CHUCK FLORIAN | Board President | 4.6% of Rev | ||
| SHERRY BOGNER | PROGRAM ADMINISTRATOR | 3.0% of Rev | ||
| WENDY VERNON-DZAMAN | Board Member | 2.0% of Rev | ||
| MATTHEW ROSE | Board Member | 0.8% of Rev | ||
| ARTHUR LARSEN | Treasurer | 0.7% of Rev | ||
| KIM TIEDE | Board Member | 0.1% of Rev | ||
| GUEN HILLER | Secretary | — | ||
| TOM HALLER | Board Member | — | ||
| CHRISTOPHER CHALFANT | ADVISOR TO THE BOARD, IT ADMINISTRATION | — | ||
| BOB STANLEY | ADVISOR TO THE BOARD | — | ||
| JOHN MORGAN | Board President | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SHERRY BOGNER | PROGRAM ADMINISTRATOR | 8.0% of Rev | ||
| CHUCK FLORIAN | Board Member | 5.7% of Rev | ||
| MATTHEW ROSE | Board President | 0.5% of Rev | ||
| JOHN MORGAN | Board President | — | ||
| BETH KAHANANUI | Secretary | — | ||
| ARTHUR LARSEN | Treasurer | — | ||
| TOM HALLER | Board Member | — | ||
| Bob Stanley | AT LARGE | — | ||
| Butch Rutt | AT LARGE | — | ||
| CHRISTOPHER CHALFANT | ADVISOR TO THE BOARD, IT ADMINISTRATION | — | ||
| RON INGLE | ADVISOR TO THE BOARD, MUSICIAN | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SHERRY BOGNER | PROGRAM ADMINISTRATOR | 4.5% of Rev | ||
| CHUCK FLORIAN | Board Member | 2.4% of Rev | ||
| MATTHEW ROSE | Board President | 0.5% of Rev | ||
| JOHN MORGAN | Board President | — | ||
| BETH KAHANANUI | Secretary | — | ||
| ARTHUR LARSEN | Treasurer | — | ||
| TOM HALLER | Board Member | — | ||
| CHRISTOPHER CHALFANT | AT LARGE, IT ADMINISTRATION | — | ||
| RON INGLE | ADVISOR TO THE BOARD, MUSICIAN | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 270 other orgs in CO with NTEE prefix A6.
Most-divergent component: governance score sits 12 points below the peer median (50 vs. 62).
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 11.2% 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.