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 | — | — | — | 65 | Stable | Stable Watch | |
| 2021 | — | — | — | 55 | Fragile | Recovery | |
| 2020 | — | — | 28.1% | 34 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | — | 55 | Fragile | Recovery | |
| 2018 | — | — | — | 51 | Fragile | Recovery | |
| 2017 | — | — | — | 47 | Financially Distressed | Stable Watch | |
| 2016 | — | — | — | 47 | Financially Distressed | Decline Risk | |
| 2015 | — | — | — | 51 | Fragile | Recovery | |
| 2014 | — | — | — | 43 | Fragile | Stable Watch | |
| 2013 | — | — | — | 43 | Fragile | Decline Risk | |
| 2012 | — | — | — | 47 | Fragile | Stable Watch | |
| 2011 | — | — | — | 47 | Fragile | Stable Watch | |
| 2010 | — | — | — | 47 | Fragile | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Alex Agosta-Weimer | Executive Director | 29.7% of Rev | ||
| Bradley Haag | Box Office And Concessions Manager | 11.8% of Rev | ||
| Eileen Agosta-Weimer | Marketing Manager | 6.3% of Rev | ||
| Dale Zachary | Board President | — | ||
| Michael Henderson | Board President | — | ||
| Katie Puza | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Alex Agosta-Weimer | Executive Director | 29.1% of Rev | ||
| Bradley Haag | Box Office And Concessions Manager | 8.7% of Rev | ||
| Eileen Agosta-Weimer | Marketing Manager | 0.0% of Rev | ||
| Dale Zachary | Board President | — | ||
| Michael Henderson | Tresurer | — | ||
| Katie Puza | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ALEX WEIMER | Artistic Director | 11.2% of Rev | ||
| KRISTINE HIPPS | FINANCIAL OFFICER | 2.0% of Rev | ||
| COLIN ROYBAL | Board Member | 1.2% of Rev | ||
| JOHN MCSWEEN | Treasurer | 0.9% of Rev | ||
| MIKE HENDERSON | Board President | — | ||
| EILEEN AGOSTA | Board President | — | ||
| TANIA HENDERSON | Secretary | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 182 other orgs in CO with NTEE prefix A6.
Most-divergent component: financial score sits 64 points above the peer median (100 vs. 36).
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
- Two consecutive years of deficit spending.
What would change this score
The two changes that would most improve this score:
- Stabilize program expenses or grow earned-income revenue to break the consecutive-deficit pattern (~8 points to financial score).
Improving governance is a board decision. These are the levers.