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 | Hidden | Hidden | 4.1% | 36 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 4.5% | 46 | Fragile | Gov Risk | |
| 2021 | — | — | 7.1% | 45 | Fragile | Recovery | |
| 2020 | — | — | 433.2% | 27 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 3.5% | 42 | Fragile | Stable Watch | |
| 2018 | — | — | 2.8% | 42 | Fragile | Stable Watch | |
| 2017 | — | — | 4.0% | 42 | Fragile | Recovery | |
| 2016 | — | — | 6.2% | 36 | Financially Distressed | Stable Watch | |
| 2015 | — | — | 6.9% | 36 | Financially Distressed | Recovery | |
| 2014 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 35 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 41 | Fragile | Recovery | |
| 2011 | — | — | — | 35 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Erika Olsen | Festival Coordinator | 4.7% of Rev | ||
| Rick Northcott | Board President | 0.1% of Rev | ||
| Peter Dammann | Secretary | 0.1% of Rev | ||
| Dave Swenson | Treasurer | 0.1% of Rev | ||
| 350 Smith | Board President | 0.1% of Rev | ||
| Matt Pratt | Board Member | 0.1% of Rev | ||
| Don Ashford | Board Member | 0.0% of Rev | ||
| Sarah Jo Lightner | Board Member | 0.0% of Rev | ||
| Bart Northcott | Board Member | 0.0% of Rev |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Erika Olsen | Festival Coordinator | 4.0% of Rev | ||
| Rick Northcott | Board President | 1.0% of Rev | ||
| Bart Northcott | Board Member | — | ||
| Rich Reeves | Board Member | — | ||
| Don Ashford | Board Member | — | ||
| Peter Dammann | Secretary | — | ||
| Dave Swenson | Treasurer | — | ||
| James Smith | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Don Ashford | Board Member | — | ||
| Bart Northcott | Board Member | — | ||
| Rich Reeves | Board Member | — | ||
| Erika Olsen | Festival Coordinator | — | ||
| Peter Dammann | Secretary | — | ||
| James Smith | Board President | — | ||
| Rick Northcott | Board President | — | ||
| Dave Swenson | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Don Ashford | Board Member | — | ||
| Bart Northcott | Board Member | — | ||
| Rich Reeves | Properties Manager | — | ||
| Erika Olsen | Festival Coordinator | — | ||
| Peter Dammann | Secretary | — | ||
| James Smith | Board President | — | ||
| Rick Northcott | Board President | — | ||
| Dave Swenson | Treasurer | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 25 other orgs in WA with NTEE prefix A2.
Most-divergent component: program score sits 34 points above the peer median (60 vs. 26).
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 4.1% sits within the sector's healthy band (18–22%).
- 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.