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.
Title
Representative Institutions
Institutional Epochs
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | 38 | Fragile | Recovery | |
| 2023 | — | — | — | 36 | Fragile | Recovery | |
| 2022 | — | — | 104.7% | 33 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 41.6% | 40 | Governance-Stressed | Gov Risk | |
| 2020 | — | — | — | 47 | Fragile | Recovery | |
| 2019 | — | — | 25.0% | 43 | Governance-Stressed | Gov Risk | |
| 2018 | — | — | — | 45 | Fragile | Recovery | |
| 2017 | — | — | — | 37 | Financially Distressed | Decline Risk | |
| 2016 | — | — | — | 41 | Fragile | Recovery | |
| 2015 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 37 | Fragile | Recovery | |
| 2013 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 37 | Fragile | Recovery | |
| 2011 | — | — | — | 33 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Timothy Westerhaus | Artistic Director | 16.6% of Rev | ||
| Philip Tschopp | Board Member | 10.4% of Rev | ||
| Philip Tschopp | Board Member | 10.4% of Rev | ||
| Robert Bode | Artistic Director | 8.3% of Rev | ||
| Miriam Anderson | Board Member | 3.7% of Rev | ||
| Miriam Anderson | Board Member | 3.7% of Rev | ||
| Kate Abbott | Board President | — | ||
| Marilyn McAdoo | Treasurer | — | ||
| Evan Norberg | Secretary | — | ||
| Andrew Jacobson | Board President | — | ||
| Ed Mencke | Board Member | — | ||
| Will Gardner | Board Member | — | ||
| Kate Abbott | Board President | — | ||
| Marilyn McAdoo | Treasurer | — | ||
| Andrew Jacobson | Board President | — | ||
| Will Gardner | Board Member | — | ||
| Courtney Rowley | Board Member | — | ||
| Nick Fritschler | Board Member | — | ||
| Joseph Fitzgerald | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ROBERT BODE | Artistic Director | 11.1% of Rev | ||
| PHILIP TSCHOPP | Board Member | 10.4% of Rev | ||
| MIRIAM ANDERSON | Board Member | 2.1% of Rev | ||
| MARILYN MCADOO | Treasurer | — | ||
| KATE ABBOTT | Board President | — | ||
| EDWARD MENCKE | Board Member | — | ||
| EVAN NORBERG | SECTETARY | — | ||
| ANDREW JACOBSON | Board President | — | ||
| WILL GARDNER | Board Member | — | ||
| JEREMY DELMARTER | 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 4 points above the peer median (45 vs. 41).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
Overall score has gone from 47 → 38 over 5 years (declining by 9 points).
What's driving this score
- Two consecutive years of deficit spending.
What would change this score
The two changes that would most improve this score:
- Stabilize program expenses or grow earned-income revenue to break the consecutive-deficit pattern (~8 points to financial score).
Improving governance is a board decision. These are the levers.