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
40
Score
Governance
42
Score
Financial
40
Score
Program
45
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 | 28.2% | 40 | Governance-Stressed | Gov Risk | |
| 2022 | — | — | — | 37 | Fragile | Decline Risk | |
| 2021 | — | — | 55.6% | 36 | Governance-Stressed | Gov Risk | |
| 2020 | — | — | 21.9% | 33 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 35.0% | 30 | Critical Intervention Needed | Gov Risk | |
| 2018 | — | — | 30.2% | 24 | Critical Intervention Needed | Gov Risk | |
| 2017 | — | — | 34.1% | 17 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 37.1% | 17 | Critical Intervention Needed | Gov Risk | |
| 2015 | — | — | 24.4% | 23 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 29.0% | 19 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 36.5% | 15 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 22.1% | 27 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 24.2% | 23 | Critical Intervention Needed | Decline Risk | |
| 2010 | — | — | — | 43 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Frederick W Coleman | Executive Dir. | 28.2% of Rev | ||
| James Thompson | Board President | — | ||
| Fred Heidrich | Board President | — | ||
| Rebecca Young | Treasurer | — | ||
| Kyle Schlagel | Secretary | — | ||
| David J Audet Jr | Board Member | — | ||
| Sierra McDowell - Nardine | Board Member | — | ||
| Heather Shaw | Board Member | — | ||
| Anne Tiura | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Frederick W Coleman | Artistic Director | 21.7% of Rev | ||
| James Thompson | Board President | — | ||
| Fred Heidrich | Board President | — | ||
| Rebecca Young | Treasurer | — | ||
| Kyle Schlagel | Secretary | — | ||
| Richard Seeder | Board Member | — | ||
| Elizabeth Widdison | Board Member | — | ||
| Heather Shaw | Board Member | — | ||
| April Simpson | Board Member | — | ||
| Andrea Kahn | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Frederick W Coleman | Artistic Director | 10.8% of Rev | ||
| James Thompson | Board President | — | ||
| Rebecca Young | Treasurer | — | ||
| Clint DeKoekoek | Board Member | — | ||
| Rebecca Buchanan | Board Member | — | ||
| Richard Seeder | Board Member | — | ||
| Elizabeth Widdison | Board Member | — | ||
| Liz Castillo | Board Member | — | ||
| Maddy Butzbach | Board Member | — | ||
| April Simpson | Secretary | — | ||
| Andrea Kahn | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Frederick W Coleman | Artistic Director | 21.7% of Rev | ||
| James Foster | Board President | — | ||
| James Thompson | Board President | — | ||
| Rebecca Young | Treasurer | — | ||
| Clint DeKoekoek | Secretary | — | ||
| Rebecca Buchanan | Board Member | — | ||
| Richard Seeder | Board Member | — | ||
| Elizabeth Widdison | Board Member | — | ||
| Liz Castillo | Board Member | — | ||
| Maddy Butzbach | Board Member | — | ||
| Carol Beavers | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
40 / 100
weight 40%
Governance risk
42 / 100
weight 40%
Program scale
45 / 100
weight 20%
Overall
40 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 333 other orgs in WA with NTEE prefix A6.
Most-divergent component: governance score sits 18 points below the peer median (42 vs. 60).
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 28.2% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- Net assets declined for 6 consecutive years of deficit spending; cash runway narrowing.
What would change this score
The two changes that would most improve this score:
- Reduce top-officer compensation from 28.2% to under 22% of revenue — would move governance score by ~12 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.