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 |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | — | 51 | Fragile | Stable Watch | |
| 2021 | — | — | — | 48 | Fragile | Recovery | |
| 2020 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | — | 42 | Fragile | Stable Watch | |
| 2018 | — | — | — | 39 | Fragile | Recovery | |
| 2017 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 37 | Fragile | Recovery | |
| 2015 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 45 | Financially Distressed | Recovery | |
| 2013 | — | — | — | 39 | Financially Distressed | Recovery | |
| 2012 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | — | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| STERLING MANN | Board Member | — | ||
| SLAWOMIR WOZNIAK | Board Member | — | ||
| IRENA WOZNIAK | Board Member | — | ||
| SHERRY KNACKERT | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| STERLING MANN | Board Member | — | ||
| SLAWOMIR WOZNIAK | Board Member | — | ||
| IRENA WOZNIAK | Board Member | — | ||
| SHERRY KNACKERT | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| STERLING MANN | Board Member | — | ||
| SLAWOMIR WOZNIAK | Board Member | — | ||
| IRENA WOZNIAK | Board Member | — | ||
| DARYL WILLIAMS | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| STERLING MANN | Board President | — | ||
| SLAWOMIR WOZNAIK | Artistic Director | — | ||
| IRENA WOZNAIK | Board Member | — | ||
| DARYL WILLIAMS | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 119 other orgs in AZ with NTEE prefix A6.
Most-divergent component: financial score sits 16 points below the peer median (15 vs. 31).
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.
- 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.