Structural Deficit
Structural Deficit
Market
Archetype
Mechanical
Natural
Tier
Priority Review
Trajectory Thumbprint
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.
The Truth-Teller
Institutional Health Scores
5-yr trend: Structural Deficit ↑
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
Structural Deficit
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 8.8% | 44 | Fragile | Recovery | |
| 2022 | — | — | 10.8% | 31 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 18.7% | 34 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 12.2% | 30 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 15.6% | 30 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 16.6% | 41 | Financially Distressed | Decline Risk | |
| 2017 | — | — | 5.8% | 38 | Financially Distressed | Recovery | |
| 2016 | — | — | 9.4% | 34 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 8.1% | 34 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 6.0% | 34 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | 8.7% | 34 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 4.8% | 35 | Financially Distressed | Recovery | |
| 2011 | — | — | 15.7% | 31 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JENNIFER ZEYL | Artistic Director | 4.6% of Rev | ||
| FRUGE WESLEY | Board Member | 4.2% of Rev | ||
| SHAH KEVIN | Board President | — | ||
| STERLING AK | Secretary | — | ||
| HOVDE COLIN | Treasurer | — | ||
| SIDDIQUI AHMED FARHEEN | Board Member | — | ||
| COGGINS KATHY | Board Member | — | ||
| DERRICK ANTHONY | Board Member | — | ||
| HOLLAND DANIELLE MARIE | Board Member | — | ||
| DE VERA KINCE | Board Member | — | ||
| KINARD DAVID | Board Member | — | ||
| LEWIS ERIN | Board Member | — | ||
| MCELROY VHONDA | Board Member | — | ||
| SUYAMA NICOLE | Board Member | — | ||
| THORNTON ALEXIS | Board Member | — | ||
| THORNTON DANIEL | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JENNIFER ZEYL | Artistic Director | 3.7% of Rev | ||
| AMY ZIMERMAN | Board Member | 3.6% of Rev | ||
| MAHMOUD JASMINE | Board President | — | ||
| VICTORIA FRANKLIN PIERCE HANNAH | Treasurer | — | ||
| BELLODY REGINA | Secretary | — | ||
| FRUGE WESLEY | Board Member | — | ||
| MORSE LB | Treasurer | — | ||
| WILLIAMS BERNHARDT CAM | Board Member | — | ||
| SHAH KEVIN | Board Member | — | ||
| STERLING AK | Board Member | — | ||
| SIDDIQUI AHMED FARHEEN | Board Member | — | ||
| AYERS KRISTA | Board Member | — | ||
| LEAHEY KRISTIN | Board Member | — | ||
| YAMADA MASAO | Board Member | — | ||
| COPLAN ELIZABETH | Board Member | — | ||
| MICHAEL AMY | Board Member | — | ||
| CHIN LISA | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JENNIFER ZEYL | Artistic Director | 2.2% of Rev | ||
| AMY ZIMERMAN | Board Member | 2.1% of Rev | ||
| YAMADA MASAO | Board Member | 0.1% of Rev | ||
| VICTORIA FRANKLIN PIERCE HANNAH | Treasurer | — | ||
| WILLIAMS BERNHARDT CAM | Board Member | — | ||
| SIDDIQUI AHMED FARHEEN | Board Member | — | ||
| COPLAN ELIZABETH | Board Member | — | ||
| LEAHEY KRISTIN | Board Member | — | ||
| MORSE LB | Board Member | — | ||
| AYERS KRISTA | Board Member | — | ||
| MICHAEL AMY | Board Member | — | ||
| CHIN LISA | Board Member | — | ||
| MAHMOUD JASMINE | Board President | — | ||
| BELLODY REGINA | Secretary | — | ||
| LORDE ESSEX | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JENNIFER ZEYL | Artistic Director | 3.9% of Rev | ||
| AMY ZIMERMAN | Board Member | 0.1% of Rev | ||
| YAMADA MASAO | Board Member | 0.0% of Rev | ||
| NYE DANIEL | Board President | — | ||
| KELLERMAN KERI | Board President | — | ||
| MAHMOUD JASMINE | Board President | — | ||
| YEOMANS WACARA | Secretary | — | ||
| BELLODY REGINA | Secretary | — | ||
| ARSHAD SAMEER | Treasurer | — | ||
| VICTORIA FRANKLIN PIERCE HANNAH | Treasurer | — | ||
| SIDDIQUI AHMED FARHEEN | Board Member | — | ||
| WILLIAMS BERNHARDT CAM | Board Member | — | ||
| COPLAN ELIZABETH | Board Member | — | ||
| LEAHEY KRISTIN | Board Member | — | ||
| LORDE ESSEX | Board Member | — | ||
| MORSE LB | Board Member | — | ||
| LOBERSTEIN KATIE | Board Member | — | ||
| DUDLEY LAUREN | Board Member | — | ||
| HARRISON GREEN MARCUS | 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: 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.
What's driving this score
- Comp-to-revenue ratio of 8.8% 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.