Steady State
Steady State
Market
Archetype
Mechanical
Natural
Tier
Priority Review
Trajectory Thumbprint
Steady State
What does this mean?
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
The Path Forward
The Stewardship
Focuses on long-term sustainability and gentle cultivation of existing resources rather than forced expansion. It honors the organization's established role as a reliable anchor.
The Stewardship
Institutional Health Scores
5-yr trend: Steady State ↓
Overall
37
Score
Governance
58
Score
Financial
5
Score
Program
60
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
Financial Era
Governance Era
Trajectory Era
Steady State
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 3.9% | 37 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 5.3% | 44 | Financially Distressed | Decline Risk | |
| 2021 | — | — | 5.3% | 52 | Fragile | Stable Watch | |
| 2020 | — | — | 4.3% | 53 | Fragile | Recovery | |
| 2019 | — | — | 5.1% | 38 | Financially Distressed | Recovery | |
| 2018 | — | — | 6.5% | 40 | Financially Distressed | Decline Risk | |
| 2017 | — | — | 6.5% | 42 | Financially Distressed | Decline Risk | |
| 2016 | — | — | 6.2% | 44 | Financially Distressed | Decline Risk | |
| 2015 | — | — | 6.2% | 46 | Fragile | Decline Risk | |
| 2014 | — | — | — | 44 | Fragile | Decline Risk | |
| 2013 | — | — | 4.3% | 51 | Fragile | Decline Risk | |
| 2012 | — | — | 3.7% | 55 | Fragile | Stable Watch | |
| 2011 | — | — | 1.7% | 55 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KAREN LUND | Artistic Director | 4.4% of Rev | ||
| JOE AZEGAMI-HYER | Treasurer | 0.3% of Rev | ||
| DAVID WOODWARD | Board President | — | ||
| SHELBY PARSONS | Board President | — | ||
| MATTHEW GARCIA | Treasurer | — | ||
| REBECCA BRITTLE | Secretary | — | ||
| BRYAN POHL | Board Member | — | ||
| DOUG FREYBERG | Board Member | — | ||
| DANIEL ICHINAGA | Board Member | — | ||
| TOM RENGSTORF | Board Member | — | ||
| AMANDA WOODWARD | Board Member | — | ||
| JOHN STECKLER | Board Member | — | ||
| DAN VOETMANN | Board Member | — | ||
| GRACE YOO | Board Member | — | ||
| KRISTIN VOETMANN | Board Member | — | ||
| RACHEL BARACH | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KAREN LUND | Artistic Director | 4.0% of Rev | ||
| DWIGHT HUTTON | Treasurer | 2.0% of Rev | ||
| ARIEL BRADLER | Treasurer | 0.8% of Rev | ||
| KRISTEN RV THORNTON | Board President | — | ||
| RACHEL HORNOR BARACH | Board President | — | ||
| BRIAN POEL | Treasurer | — | ||
| JUDE HUBBELL | Secretary | — | ||
| LARRY BJORK | Board Member | — | ||
| REBECCA BRITTLE | Board Member | — | ||
| DOUG FREYBERG | Board Member | — | ||
| DANIEL ICHINAGA | Board Member | — | ||
| PETER MORRILL | Board Member | — | ||
| SHELBY PARSONS | Board Member | — | ||
| TOM RENGSTORF | Board Member | — | ||
| GEORGE SCRANTON | Board Member | — | ||
| DANIEL VOETMANN | Board Member | — | ||
| AMANDA WOODWARD DAVIS | Board Member | — | ||
| DAVID WOODWARD | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KAREN LUND | Artistic Director | 3.4% of Rev | ||
| ARIEL BRADLER | Treasurer | 1.9% of Rev | ||
| KRISTEN THORNTON | CHAIRMAN | — | ||
| PETER MORRILL | Board President | — | ||
| JUDE HUBBELL | Secretary | — | ||
| BRIAN POEL | Treasurer | — | ||
| DOUG FREYBERG | Board Member | — | ||
| DANIEL ICHINAGA | Board Member | — | ||
| TOM RENGSTORF | Board Member | — | ||
| DR GEORGE SCRANTON | Board Member | — | ||
| DAN VOETMANN | Board Member | — | ||
| DAVID WOODWARD | Board Member | — | ||
| AMANDA DAVIS WOODWARD | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SCOTT NOLTE | Executive Director | 3.2% of Rev | ||
| SCOTT NOLTE | Executive Director | 3.2% of Rev | ||
| LARRY BJORK | CHAIRMAN | — | ||
| KRISTEN THORNTON | Board President | — | ||
| JUDE HUBBELL | Secretary | — | ||
| BRIAN POEL | Treasurer | — | ||
| SCOTT ALTUS | Board Member | — | ||
| DOUG FREYBERG | Board Member | — | ||
| DANIEL ICHINAGA | Board Member | — | ||
| PETER MORRILL | Board Member | — | ||
| TOM RENGSTORF | Board Member | — | ||
| DR GEORGE SCRANTON | Board Member | — | ||
| DAN VOETMANN | Board Member | — | ||
| DAVID WOODWARD | Board Member | — | ||
| AMANDA DAVIS WOODWARD | Board Member | — | ||
| LARRY BJORK | CHAIRMAN | — | ||
| KRISTEN THORNTON | Board President | — | ||
| JUDE HUBBELL | Secretary | — | ||
| BRIAN POEL | Treasurer | — | ||
| SCOTT ALTUS | Board Member | — | ||
| DOUG FREYBERG | Board Member | — | ||
| DANIEL ICHINAGA | Board Member | — | ||
| PETER MORRILL | Board Member | — | ||
| TOM RENGSTORF | Board Member | — | ||
| DR GEORGE SCRANTON | Board Member | — | ||
| DAN VOETMANN | Board Member | — | ||
| DAVID WOODWARD | Board Member | — | ||
| AMANDA DAVIS WOODWARD | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
Request access
Score breakdown
Score breakdown
Financial resilience
5 / 100
weight 40%
Governance risk
58 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
37 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 332 other orgs in WA with NTEE prefix A6.
Most-divergent component: financial score sits 47 points below the peer median (5 vs. 52).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
What's driving this score
- Comp-to-revenue ratio of 3.9% 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.