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
44
Score
Governance
55
Score
Financial
25
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 | 6.2% | 44 | Fragile | Recovery | |
| 2022 | — | — | 15.2% | 41 | Fragile | Decline Risk | |
| 2021 | — | — | 10.9% | 48 | Fragile | Recovery | |
| 2020 | — | — | 9.5% | 34 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 8.6% | 38 | Financially Distressed | Recovery | |
| 2018 | — | — | 7.7% | 36 | Financially Distressed | Stable Watch | |
| 2017 | — | — | 7.2% | 36 | Financially Distressed | Recovery | |
| 2016 | — | — | 7.5% | 34 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 8.3% | 34 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 8.8% | 34 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | 9.1% | 34 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 9.8% | 34 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 9.7% | 34 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JENNIFER TUCKER | Board Member | 4.6% of Rev | ||
| CAROLYN AGAN | Artistic Director | 1.6% of Rev | ||
| RYAN LILE | Board President | — | ||
| ALEXA SKILLING | Board President | — | ||
| DIANNA CALEY | Treasurer | — | ||
| MONICA LUEDKE | Secretary | — | ||
| STELLA BATZEL | Board Member | — | ||
| MEG OWEN | Board Member | — | ||
| JANET SCHWEIZER | Board Member | — | ||
| CHINDA TILSON | Board Member | — | ||
| SIERRA ZANGHI | Board Member | — | ||
| FRANK BRUNO | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| LANI BROCKMAN | Artistic Director | 5.8% of Rev | ||
| JENNIFER TUCKER | Board Member | 4.6% of Rev | ||
| DANA FIALDINI | Board Member | 1.6% of Rev | ||
| BECKY HENCHMAN | Board President | 0.6% of Rev | ||
| NATALIE BARNEY | Board President | — | ||
| MARY BETH BINNS | Secretary | — | ||
| DEBBIE LEVITON | Treasurer | — | ||
| ANNETTE BOVEY | Board Member | — | ||
| MATTHEW COLPITTS | Board Member | — | ||
| COREY DUNNE | Board Member | — | ||
| BETH GALE | Board Member | — | ||
| RYAN LILE | Board Member | — | ||
| MONICA LUEDKE | Board Member | — | ||
| MELANIE RYAN | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Lani Brockman | Artistic Director | 3.8% of Rev | ||
| Angela Gist | Executive Director | 3.7% of Rev | ||
| Shiraz Cupala | Board President | — | ||
| Becky Henchman | Board President | — | ||
| Natalie Barney | Secretary | — | ||
| Julie Trott | Treasurer | — | ||
| Mary Beth Binns | Board Member | — | ||
| Annette Bovey | Board Member | — | ||
| Corey Dunne | Board Member | — | ||
| Dana Fialdini | Board Member | — | ||
| Beth Gale | Board Member | — | ||
| Debbie Leviton | Board Member | — | ||
| Alice Ormsby | Board Member | — | ||
| Timothy Vokes | Board Member | — | ||
| Jennifer Tucker | Executive Director | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Angela Gist | Board Member | 4.0% of Rev | ||
| Lani Brockman | Artistic Director | 3.9% of Rev | ||
| Nikki Parish | Board Member | 1.7% of Rev | ||
| Shiraz Cupala | Board President | — | ||
| Becky Henchman | Board President | — | ||
| Natalie Barney | Secretary | — | ||
| Julie Trott | Treasurer | — | ||
| Alice Ormsby MD | Board Member | — | ||
| Beth Gale | Board Member | — | ||
| Timothy Vokes | Board Member | — | ||
| Annette Bovey | Board Member | — | ||
| Mary Beth Binns | 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
25 / 100
weight 40%
Governance risk
55 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
44 / 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: program score sits 28 points above the peer median (60 vs. 32).
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 6.2% 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.