Acoustic Sound Inc.

“Dale Adkins and Suz Adkins are married.”

“The finance committee reviews and approves prior to submitting the form.”

“Annual review by Board.”

“Board reviews Director salaries after each Wintergrass Event.”

“All governing documents are available to any person upon demand.”

“Strategic Plan Objectives and Goals Report October 9, 2019 Submitted by Patrice O'Neill In 2017 we identified 4 areas of focus: sustainability, community enrichment, education and organizational infrastructure. Each included a series of objectives and goals. Because we use the Strategic Plan and House of Acoustic Sound as living documents, it is important to look back and evaluate how we did. Sustainability: Action: Complete and implement a Succession Plan. Result: Our goal was to complete this by 2018. Although work has been done it is not yet complete due to the complexity of the organization. We've retained this goal in the updated House of Acoustic Sound and commit to completing this important work by 2021. Action: Review and update Strategic and Finance plans. Result: This has been done. Not only has this been done, but an understandable, regular process has been set up to conduct and complete regular reviews of both plans primarily via the newly invigorated committee structure. Action: Develop revenue programs to enable increased pay to education staff and key volunteers. Result: Since 2017 we have increased pay for the core education staff, which includes both the Education Director and 4 professionals who receive small honorariums. We also implemented the Teacher Fellowship program now bringing 4 educators from around the nation to Wintergrass each year. We also now pay a small honorarium to 5 key volunteers. That's the pay part. Revenue to support all of this has not come in the form of new programs, but rather the concerted efforts of the Development staff resulting in a whopping 90% increase in contributed income from 2014 to 2019. Community Enrichment: Action: Develop and implement a high school/college education program. Result: We invited the Rhapsody Songsters program, run by Ben Hunter & Joe Seamons to fill this need. There were mixed results and the program was suspended in 2019. The program excelled in generating a lot of good ideas, good energy, and passion. On the other hand, we struggled with focus and accountability. It was difficult to communicate with students and parents the desired outcome of the program. It was even more difficult to figure out where the heck kids were at any given moment. Further, Ben & Joe made increasing demands for more money than the program could sustain. In the end, it was not a good fit for Wintergrass programming, and for all of these reasons we discontinued the program and are now seeking another way to fill what is an increasing need. We learned a tremendous amount from this effort, and our next program will implement many of the lessons-learned and should be a success. Action: Develop video training materials for staff, teachers, and volunteers. Result: We took an amusing stab at this and created a series of volunteer training videos using puppets. It was funny. It was fun. No one watched them. We did send links to these videos to volunteers. We did post these on the volunteer page on our website, but we got no feedback and we had to do the same kind of on-site training as always because volunteers had not watched the videos. Action: Develop and implement growth initiatives and a revenue structure to support increased community partnerships and fellowships including the Tateuchi CenterPACE/Performing Arts Festival Eastside. Result: On the recommendation of the Finance committee we changed the structure and purpose of our Reserve fund. It is now split between Operational and Strategic reserves. Strategic reserves are available for use, with conditions. Operational reserves are not. Refer to the Approved Policies folder for more in depth explanations. The funds have grown to a combined total of $157,801 as of October 9, 2019. The only area of income growth over the last two years has been in Contributed income. As stated above the Development staff has done a remarkable job increasing all contributed income from $81K in 2016 to nearly $130K in 2019. While perhaps not obviou”

“Artist Fees, Educator Fees, and other non-employees fees.”