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 | — | — | 33.4% | 46 | Governance-Stressed | Gov Risk | |
| 2023 | — | — | — | 61 | Stable | Stable Watch | |
| 2022 | — | — | 56.3% | 54 | Governance-Stressed | Recovery | |
| 2021 | — | — | 64.2% | 42 | Governance-Stressed | Gov Risk | |
| 2020 | — | — | 65.0% | 54 | Governance-Stressed | Gov Risk | |
| 2019 | — | — | — | 65 | Stable | Stable Watch | |
| 2018 | — | — | — | 61 | Stable | Stable Watch | |
| 2017 | — | — | — | 57 | Fragile | Stable Watch | |
| 2016 | — | — | — | 57 | Fragile | Stable Watch | |
| 2015 | — | — | — | 57 | Fragile | Stable Watch | |
| 2014 | — | — | — | 57 | Fragile | Stable Watch | |
| 2013 | — | — | — | 61 | Stable | Stable Watch | |
| 2012 | — | — | — | 57 | Fragile | Decline Risk | |
| 2011 | — | — | — | 61 | Stable | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Sarah Hopkins | Executive Director | 20.4% of Rev | ||
| Jaclin Cummings | Artistic Director | 13.0% of Rev | ||
| Bruce Chesterman | Board President | — | ||
| Lydia Newell | Board President | — | ||
| Sandra Hansen | Treasurer | — | ||
| Su Meredith | Secretary | — | ||
| Sarah Hendron | Board Member | — | ||
| Ruth Seignemartin | Board Member | — | ||
| Riley Wing | Board Member | — | ||
| Melissa Narrance | Board Member | — | ||
| Gregory Burrill | Board Member | — | ||
| Rebecca Chesterman | Board Member | — | ||
| Nikki McNurlen | Board Member | — | ||
| Cody Filby | Board Member | — | ||
| Alina Murcar | Board Member | — | ||
| Samson Lyman | Board Member | — | ||
| Stephen Thurgood | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Sarah Hopkins | Executive Director | 19.4% of Rev | ||
| Jaclin Cummings | Artistic Director | 12.1% of Rev | ||
| Gordon Ritchie | Board President | — | ||
| Bruce Chesterman | Board President | — | ||
| Lydia Newell | Treasurer | — | ||
| Sandra Hansen | Secretary | — | ||
| Heather Ritchie | Board Member | — | ||
| Rebecca Chesterman | Board Member | — | ||
| Su Meredith | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Sarah Hopkins | Executive Director | 19.4% of Rev | ||
| Jaclin Cummings | Artistic Director | 12.1% of Rev | ||
| Gordon Ritchie | Board President | — | ||
| Bruce Chesterman | Board President | — | ||
| Lydia Newell | Treasurer | — | ||
| Angela Amos | Secretary | — | ||
| Heather Easterling Ritchie | Board Member | — | ||
| Beth Torgerson | Board Member | — | ||
| Rebecca Chesterman | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Sarah Hopkins | Executive Director | 19.4% of Rev | ||
| Judy Hafso | Artistic Director | 11.4% of Rev | ||
| Gordon Ritchie | Board President | — | ||
| Heather Easterling Ritchie | Board Member | — | ||
| Bruce Chesterman | Board President | — | ||
| Rebecca Chesterman | Board Member | — | ||
| Lydia Newell | Treasurer | — | ||
| Angela Little | Secretary | — | ||
| Beth Torgerson | Trustees | — | ||
| Verne Windham | Board Member | — | ||
| Ruth Seignemartin | Board Member | — | ||
| Miranda Chesterman | Board Member | — | ||
| Ann Benson | Board Member | — | ||
| Ellen Maccarone | Board Member | — | ||
| Leah Ann Howard | Board Member | — | ||
| Kris Hendron | Board Member | — | ||
| Kristina Ploeger-Hekmatpanah | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 236 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
- Comp-to-revenue ratio of 33.4% is above the 90th percentile for orgs of this size (healthy band: 18–22%).
What would change this score
The two changes that would most improve this score:
- Reduce top-officer compensation from 33.4% to under 22% of revenue — would move governance score by ~23 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.