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 | — | — | — | 48 | Fragile | Recovery | |
| 2023 | Hidden | Hidden | — | 46 | Fragile | Recovery | |
| 2022 | — | — | — | 44 | Fragile | Recovery | |
| 2021 | — | — | 23.3% | 32 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 7.1% | 63 | Stable | Stable Watch | |
| 2019 | — | — | 7.5% | 36 | Financially Distressed | Recovery | |
| 2018 | — | — | — | 61 | Stable | Stable Watch | |
| 2017 | — | — | — | 57 | Fragile | Decline Risk | |
| 2016 | — | — | — | 65 | Stable | Stable Watch | |
| 2015 | — | — | — | 61 | Stable | Stable Watch | |
| 2014 | — | — | — | 61 | Stable | Stable Watch | |
| 2013 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 65 | Stable | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LANDRA MACY | BUSINESS MNGR | — | ||
| ALLISEN GARZA | Secretary | — | ||
| KAMILLE KLINGELE | Board Member | — | ||
| CODY GOEPPNER | Board President | — | ||
| MARICELA SANCHEZ | Board Member | — | ||
| WIL SCHIMMEYER | Board Member | — | ||
| BELEM GRAY | Board Member | — | ||
| MARI PAGE | Board President | — | ||
| BETHANY RIDDLE | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LJ DA COURSI | Secretary | — | ||
| JULIE FUNFAR | Board Member | — | ||
| BEN MACY | Board Member | — | ||
| JOE FRANCIK | Treasurer | — | ||
| ERIC ENDRES | Board Member | — | ||
| CYNDIL DAVIS | Board President | — | ||
| PETER COLE | Board President | — | ||
| TRAVIS BELISLE | BUSINESS MGR | — | ||
| MARI PAGE | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| James Milne | Executive Director | 1.7% of Rev | ||
| Shara L Forrister | Theater Manager | 1.5% of Rev | ||
| Larelle D Michener | Publicity Coordinator | 0.2% of Rev | ||
| Julie Funfar | Board Member | — | ||
| Ben Macy | Board Member | — | ||
| Joe Francik | Board Member | — | ||
| Eric Endres | Board Member | — | ||
| Cyndil Davis | Board President | — | ||
| Peter Cole | Board President | — | ||
| Travis Belisle | Business Manager | — | ||
| LJ Da Coursi | Secretary | — | ||
| Mari Page | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| James R Milne | Executive Director | 4.3% of Rev | ||
| Shara L Forrister | Board Member | 3.4% of Rev | ||
| Larelle D Michener | Publicity Coordinator | 0.9% of Rev | ||
| Julie Funfar | Board Member | — | ||
| Ben Macy | Board Member | — | ||
| Joe Francik | Board Member | — | ||
| Delfina Muratalla | Board Member | — | ||
| Clifton Gamble | Board Member | — | ||
| Peter Cole | Board President | — | ||
| Travis Belisle | Secretary | — | ||
| LJ Da Coursi | Board President | — | ||
| Mari Page | Business Manager | — |
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: program score sits 13 points above the peer median (45 vs. 32).
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.
- Net assets declined for 3 consecutive years of deficit spending; cash runway narrowing.
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.