Steady State
"Operates exclusively to benefit Seattle Theatre Group, a non-profit 501(c)(3) organization, providing essential support for its mission."
— Statement of Program Service Accomplishments
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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | — | 26 | Critical Intervention Needed | Stable Watch | |
| 2022 | — | — | — | 26 | Critical Intervention Needed | Stable Watch | |
| 2021 | — | — | — | 26 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | — | 26 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | — | 26 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | — | 26 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 26 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 26 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 26 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 26 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 26 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | — | 18 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 26 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Natalie Robbecke | Chairman | — | ||
| David McShea | Board President | — | ||
| Robert Lipman | Board President | — | ||
| Becky Beers | Secretary | — | ||
| Jim Margard | Treasurer | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Natalie Robbecke | Chairman | — | ||
| David McShea | Board President | — | ||
| Robert Lipman | Board President | — | ||
| Becky Beers | Secretary | — | ||
| Jim Margard | Treasurer | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Masha Hart | Chairman | — | ||
| Steve Peltin | Board President | — | ||
| Shavondelia Brown | Board President | — | ||
| Becky Bogard | Secretary | — | ||
| Robert Lipman | Treasurer | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Masha Hart | Chairman | — | ||
| Steve Peltin | Board President | — | ||
| Shavondelia Brown | Board President | — | ||
| Becky Bogard | Secretary | — | ||
| Robert Lipman | Treasurer | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 10 other orgs in WA with NTEE prefix A1.
Most-divergent component: program score sits 44 points below the peer median (0 vs. 44).
5-year trend: Steady State
No extreme longitudinal divergence detected. The organization is maintaining its current operational philosophy.
What's driving this score
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- 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.