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 | — | |
| 2022 | — | — | — | 25 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 45 | Fragile | Recovery | |
| 2020 | — | — | — | 32 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 22.1% | 25 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 37.5% | 22 | Critical Intervention Needed | Gov Risk | |
| 2017 | — | — | 30.1% | 24 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 37.2% | 28 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 7.1% | 32 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 14.0% | 33 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 22.8% | 27 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 21.2% | 31 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | 24.1% | 27 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ALLAN FUTTERMAN | MUSIC DIRECT | 39.5% of Rev | ||
| JUAN GALLASTEGUI | EXECUTIVE DI | 22.1% of Rev | ||
| LEANNE CAMPOS | CHORALE DIRE | 9.0% of Rev | ||
| RICHARD ASCHE | Board Member | — | ||
| VALERIE BEHLING | Board Member | — | ||
| THOMAS CAMERON | Board President | — | ||
| JUSTIN CORMIER | Board Member | — | ||
| AL DILLAN | Board Member | — | ||
| KRISTIN GUY | Board Member | — | ||
| DEBORAH HOUSEN | Treasurer | — | ||
| PATTY LENT | Board Member | — | ||
| CONNIE LORD | VICE PRESIDE | — | ||
| JERRY MCDONALD | Board Member | — | ||
| DONNA MORELAND | Board Member | — | ||
| RONALD MORSE | Board Member | — | ||
| BETH NOLAN | Board Member | — | ||
| CHERYL POLK | Board Member | — | ||
| CAROL SLADE | Board Member | — | ||
| STEPHAN SWANN | Treasurer | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ALLAN FUTTERMAN | MUSIC DIRECT | 42.4% of Rev | ||
| LEANNE CAMPOS | CHORALE DIRE | 11.3% of Rev | ||
| RICHARD ASCHE | Board Member | — | ||
| THOMAS CAMERON | Secretary | — | ||
| NAVEEN CHAUDHARY | Board Member | — | ||
| ALL DILLAN | Board Member | — | ||
| DEBORAH HOUSEN | Board Member | — | ||
| THOMAS JACOBS | VICE PRESIDE | — | ||
| MARIEL KAGAN | Board Member | — | ||
| PATTY LENT | Board Member | — | ||
| MARY LOU LONG | Board Member | — | ||
| CONNIE LORD | Board President | — | ||
| JERRY MCDONALD | Board Member | — | ||
| RONALD MORSE | Board Member | — | ||
| CAROL SLADE | Board Member | — | ||
| STEPHAN SWANN | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Alan Futterman | Board Member | 30.5% of Rev | ||
| LeeAnne Campos | Board Member | 7.5% of Rev | ||
| Devon Steele | Secretary | — | ||
| Connie Lord | Board President | — | ||
| Tom Cameron PHD | Board Member | — | ||
| Dr Ronald P Morse | Treasurer | — | ||
| Deborah Housen | Board Member | — | ||
| Carol Slade | Board Member | — | ||
| Tom Jacobs | Board Member | — | ||
| Richard Asche | Board Member | — | ||
| Jerry McDonald | Board President | — | ||
| Steven A Bard | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 332 other orgs in WA with NTEE prefix A6.
Most-divergent component: financial score sits 52 points below the peer median (0 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
- 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.