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 | 46.2% | 39 | Governance-Stressed | Gov Risk | |
| 2023 | — | — | — | 55 | Fragile | Recovery | |
| 2022 | — | — | 76.2% | 48 | Governance-Stressed | Recovery | |
| 2021 | — | — | — | 26 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | — | 58 | Fragile | Recovery | |
| 2019 | — | — | — | 51 | Fragile | Decline Risk | |
| 2018 | — | — | — | 55 | Fragile | Stable Watch | |
| 2017 | — | — | — | 55 | Fragile | Decline Risk | |
| 2016 | — | — | — | 59 | Fragile | Recovery | |
| 2015 | — | — | — | 49 | Fragile | Recovery | |
| 2014 | — | — | — | 41 | Fragile | Decline Risk | |
| 2013 | — | — | — | 49 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Jordan Groh | Accompanist | 46.2% of Rev | ||
| Barry Sawyer | Artistic Director | — | ||
| Karen Jordan | Board President | — | ||
| Joan Marie Sipe | Secretary | — | ||
| Louise Adams | Treasurer | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Michael Good | Accompanist | 32.3% of Rev | ||
| David Sauder | Treasurer | — | ||
| Barry Sawyer | Artistic Director | — | ||
| Leon Brubaker | Board President | — | ||
| Louise Adams | Treasurer | — | ||
| Barry L Sawyer | Artistic Director | — | ||
| Anne L Lefever | Accompanist | — | ||
| Anna Boriak | Board President | — | ||
| David Sauder | Treasurer | — | ||
| Barry L Sawyer | Artistic Director | — | ||
| Anne L Lefever | Accompanist | — | ||
| Anna Boriak | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Barry Sawyer | Artistic Director | — | ||
| Anne Lefever | Accompanist | — | ||
| Anna Boriak | Board President | — | ||
| Louise Adams | Treasurer | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 295 other orgs in PA with NTEE prefix A6.
Most-divergent component: financial score sits 33 points above the peer median (70 vs. 37).
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 46.2% is well above the sector's 90th percentile (healthy band: 18–22%).
What would change this score
The two changes that would most improve this score:
- Reduce top-officer compensation from 46.2% to under 22% of revenue — would move governance score by ~40 points.
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
Improving governance is a board decision. These are the levers.