Mission Drift
"Provides professional classical, contemporary, and dramatic ballet performances and training in the Puget Sound area, showcasing both established company dancers and emerging talent."
— Statement of Program Service Accomplishments
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.
Demonstrated Impact
- full-length production of 'The Sleeping Beauty'
- new (Debuts) contemporary and traditional ballet pieces
- traditional and new ballet and dance pieces
- invited to perform a contemporary repertoire piece
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 | 5.9% | 39 | Fragile | Recovery | |
| 2022 | — | — | — | 30 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 117.6% | 29 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | — | 48 | Fragile | Recovery | |
| 2019 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 45 | Fragile | Recovery | |
| 2015 | — | — | — | 39 | Fragile | Decline Risk | |
| 2014 | — | — | — | 45 | Fragile | Recovery | |
| 2013 | — | — | — | 39 | Fragile | Stable Watch | |
| 2012 | — | — | — | 35 | Fragile | Recovery | |
| 2011 | — | — | 27.6% | 28 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Oleg Gorboulev | Artistic Director | 3.0% of Rev | ||
| Mara Vinson | Artistic Director | 3.0% of Rev | ||
| Marilla Sargent | Board President | — | ||
| Kelly Hui | Secretary | — | ||
| Suzanne Cancler | Treasurer | — | ||
| Sylvia Christian | Board Member | — | ||
| William C Jones | Board Member | — | ||
| Lars Christian | Board Member | — | ||
| Derek Thurmer | Board Member | — | ||
| Elizabeth Fitzpatrick | Board Member | — | ||
| Kara McDermott | Board Member | — | ||
| Alicia Kikuchi | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Oleg Gorboulev | Artistic Director | 3.0% of Rev | ||
| Mara Vinson | Artistic Director | 3.0% of Rev | ||
| Marilla Sargent | Board President | — | ||
| Kelly Hui | Secretary | — | ||
| Suzanne Cancler | Treasurer | — | ||
| Sylvia Christian | Board Member | — | ||
| William C Jones | Board Member | — | ||
| Lars Christian | Board Member | — | ||
| Derek Thurmer | Board Member | — | ||
| Elizabeth Fitzpatrick | Board Member | — | ||
| Kara McDermott | Board Member | — | ||
| Royce Napolitino | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Oleg Gorboulev | Artistic Director | 3.0% of Rev | ||
| Mara Vinson | Artistic Director | 3.0% of Rev | ||
| William C Jones | Board Member | — | ||
| Sally Jongitirat | Board Member | — | ||
| Amber Kegley | Board Member | — | ||
| Marilla Sargent | Board President | — | ||
| Melanie Kuechle | Board President | — | ||
| Kelly Hui | Secretary | — | ||
| Suzanne Cancler | Treasurer | — | ||
| Frank Brettholle | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Kelly Hui | Board Member | — | ||
| Melanie Kuechle | Board Member | — | ||
| Marilla Sargeant | Board Member | — | ||
| William C Jones | Board President | — | ||
| Sally Jongjitirat | Board President | — | ||
| Frank Brettholle | Treasurer | — | ||
| Harriet Rose | Secretary | — | ||
| Oleg Gorboulev | Artistic Director | — | ||
| Mara Vinson | Artistic Director | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 333 other orgs in WA with NTEE prefix A6.
Most-divergent component: financial score sits 27 points below the peer median (25 vs. 52).
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 5.9% sits within the sector's healthy band (18–22%).
- Two consecutive years of deficit spending.
- 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).
- 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.