Mission Drift
"Fosters artistic and personal excellence in young musicians and preserves symphonic music for future generations, offering free classical music concerts to the community."
— Statement of Program Service Accomplishments
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 | 8.9% | 40 | Financially Distressed | Decline Risk | |
| 2023 | Hidden | Hidden | — | 40 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | — | 44 | Governance-Stressed | Gov Risk | |
| 2021 | — | — | 31.2% | 13 | Critical Intervention Needed | Gov Risk | |
| 2020 | — | — | 17.8% | 29 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | 12.2% | 31 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | — | 34 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 43 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ROBERT OZAKI | Board Member | — | ||
| DAVID NORTHHART | Board President | — | ||
| AUDREY LAMPREY | Secretary | — | ||
| ROBERT OZAKI | Treasurer | — | ||
| JANET SAMUEL | Executive Dir. | — | ||
| JANE CHEN | Board Member | — | ||
| HOLLIE LOHFF | Board Member | — | ||
| NANCY LIN | Board Member | — | ||
| LOU AND ERICA PAIK | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JANET SAMUEL | Executive Dir. | 8.9% of Rev | ||
| BIPASA NADON | Board President | — | ||
| DAVID NORTHHART | Board President | — | ||
| AUDREY LAMPREY | Secretary | — | ||
| ROBERT OZAKI | Treasurer | — | ||
| JANE CHEN | Board Member | — | ||
| HOLLIE LOHFF | Board Member | — | ||
| NANCY LIN | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JANET SAMUEL | Executive Director | 8.9% of Rev | ||
| JANE CHEN | Board President | — | ||
| DAVID NORTHHART | Board President | — | ||
| AUDREY LAMPREY | Secretary | — | ||
| ROBERT OZAKI | Treasurer | — | ||
| HOLLIE LOHFF | Board Member | — | ||
| NANCY LIN | Board Member | — | ||
| BIPASA NADON | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 829 other orgs in CA with NTEE prefix A6.
Most-divergent component: program score sits 14 points above the peer median (45 vs. 31).
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 8.9% 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.