Structural Deficit
What does this mean?
Persistently low financial health over 5 years despite strong programmatic output. They are borrowing from their future (or bleeding an endowment) to pay for today's programs.
The Path Forward
The Truth-Teller
Forces necessary, painful cuts to preserve the core. It demands that the organization stop borrowing from its future and align its current programmatic output with actual sustainable revenue.
Title
Representative Institutions
Institutional Epochs
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2023 | Hidden | Hidden | 20.3% | 29 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 21.2% | 35 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 35.4% | 28 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 25.2% | 28 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 16.8% | 29 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 21.4% | 33 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 18.2% | 31 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 23.7% | 27 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 18.2% | 30 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 27.0% | 30 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 19.6% | 28 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 10.7% | 35 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | 10.1% | 32 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SARA BOOS | Artistic Director | 7.9% of Rev | ||
| JILL CLYMER | Executive Director | 7.3% of Rev | ||
| ANDREW SEIFERT | Artistic Director | 6.2% of Rev | ||
| LAURA HOPPER | Board President | — | ||
| KAREN FOSSUM | Board President | — | ||
| CHRISTINE PEREZ | Secretary | — | ||
| JASON ROGERS | Treasurer | — | ||
| TERA SCHREIBER | Board President | — | ||
| NIDHI AGRAWAL | Board Member | — | ||
| RYAN BUCKMASTER | Board Member | — | ||
| KAELI GRANT | Board Member | — | ||
| BECKY KELLEY | Board Member | — | ||
| DYLAN KINARD | Board Member | — | ||
| EMILY LI | Board Member | — | ||
| JENNIFER LUND | Board Member | — | ||
| ANNA SHOPE | Board Member | — | ||
| BINA SHUKLA | Board Member | — | ||
| JOSEPH TO | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Sara Boos | Artistic Director | 10.0% of Rev | ||
| Jill Clymer | Executive Dir. | 7.4% of Rev | ||
| Tera Schreiber | Board President | — | ||
| Jason Rogers | Board President | — | ||
| Rachel Engrissei | Secretary | — | ||
| Cydly Smith | Treasurer | — | ||
| Kaeli Grant | Board Member | — | ||
| Matthew Hinck | Board Member | — | ||
| Laura Hopper | Board Member | — | ||
| Becky Kelley | Board Member | — | ||
| Dylan Kinard | Board Member | — | ||
| Emily Li | Board Member | — | ||
| Jennifer Lund | Board Member | — | ||
| Bina Shukla | Board Member | — | ||
| Ericka Thielke | Board Member | — | ||
| Joseph To | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Sara Boos | Artistic Director | 9.5% of Rev | ||
| Jill Clymer | Executive Dir. | 7.0% of Rev | ||
| Tera Schreiber | Board President | — | ||
| Rachel Engrissei | Board President | — | ||
| Jason Rogers | Secretary | — | ||
| Cydly Smith | Treasurer | — | ||
| Lina Fine | Board Member | — | ||
| Matthew Hinck | Board Member | — | ||
| Laura Hopper | Board Member | — | ||
| Elizabeth Kain | Board Member | — | ||
| Becky Kelley | Board Member | — | ||
| Vanessa Miller | Board Member | — | ||
| David Sweeney | Board Member | — | ||
| Ericka Thielke | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 235 other orgs in WA with NTEE prefix A6.
Most-divergent component: financial score sits 41 points below the peer median (0 vs. 41).
5-year trend: Structural Deficit
Persistently low financial health over 5 years despite strong programmatic output. They are borrowing from their future (or bleeding an endowment) to pay for today's programs.
Overall score has gone from 29 → 29 over 5 years (stable by 0 points).
What's driving this score
- Comp-to-revenue ratio of 20.3% 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- 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.