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
34
Score
Governance
55
Score
Financial
5
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 |
|---|---|---|---|---|---|---|---|
| 2023 | — | — | 7.0% | 34 | Critical Intervention Needed | Stable Watch | |
| 2022 | — | — | 5.4% | 34 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 24.2% | 33 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 3.4% | 35 | Financially Distressed | Stable Watch | |
| 2019 | — | — | 4.8% | 35 | Financially Distressed | Stable Watch | |
| 2018 | — | — | 3.5% | 35 | Financially Distressed | Stable Watch | |
| 2017 | — | — | 3.2% | 35 | Financially Distressed | Stable Watch | |
| 2016 | — | — | 4.4% | 35 | Financially Distressed | Stable Watch | |
| 2015 | — | — | 2.3% | 35 | Financially Distressed | Stable Watch | |
| 2014 | — | — | 2.2% | 35 | Financially Distressed | Stable Watch | |
| 2013 | — | — | 1.6% | 35 | Financially Distressed | Decline Risk | |
| 2012 | — | — | 5.0% | 35 | Financially Distressed | Stable Watch | |
| 2011 | — | — | 4.2% | 35 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOHN LANGS | Artistic Director | 2.6% of Rev | ||
| SHEILA SMITH | Treasurer | 1.4% of Rev | ||
| ANITA SHAH | Executive Director | 1.3% of Rev | ||
| MARY CADERA | INTERIM MANA | 0.9% of Rev | ||
| ERIC BENNETT | Board President | — | ||
| TIM MULLIGAN | Board President | — | ||
| SKYLER BROWN | Secretary | — | ||
| MICHAEL CRYSTAL | Treasurer | — | ||
| JOAN BAROKAS | Board Member | — | ||
| LESLIE RAY BERNSTEIN | Board Member | — | ||
| LAURIE BESTEMAN | Board Member | — | ||
| RAYNER D'SOUZA | Board Member | — | ||
| MARIBETH HARPER | Board Member | — | ||
| STEPHANIE HILBERT | Board Member | — | ||
| MICHAEL HERSCHENSOHN | Board Member | — | ||
| GARY HOULAHAN | Board Member | — | ||
| CYNTHIA HUFFMAN | Board Member | — | ||
| BILL KUHN | Board Member | — | ||
| LAUREN MIKOV | Board Member | — | ||
| ERIKA NESHOLM | Board Member | — | ||
| SARAH PIERRE-LOUIS | Board Member | — | ||
| TERESA REVELLE | Board Member | — | ||
| MARGARET ROTHCHILD | Board Member | — | ||
| KAREN SHAW | Board Member | — | ||
| GOLDIE GENDLER SILVERMAN | Board Member | — | ||
| SHARYN SKEETER | Board Member | — | ||
| BEN SPICER | Board Member | — | ||
| LARRY TRUE | Board Member | — | ||
| BOB WRIGHT | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOHN LANGS | Artistic Director | 2.0% of Rev | ||
| BECKY WITMER | Executive Director | 2.0% of Rev | ||
| SHEILA SMITH | Treasurer | 1.2% of Rev | ||
| BECKY WITMER | Executive Director | 1.0% of Rev | ||
| JOHN LANGS | Artistic Director | 1.0% of Rev | ||
| SHEILA SMITH | Treasurer | 0.6% of Rev | ||
| LESLIE RAY BERNSTEIN | Board President | — | ||
| BILL KUHN | VICE PRESIDE | — | ||
| DIANE LIND | Secretary | — | ||
| MICHAEL CRYSTAL | Treasurer | — | ||
| GARY HOULAHAN | PAST PRESIDE | — | ||
| MATT AALFS | Board Member | — | ||
| JOAN BAROKAS | Board Member | — | ||
| ERIC BENNETT | Board Member | — | ||
| LAURIE BESTEMAN | Board Member | — | ||
| SKYLER BROWN | Board Member | — | ||
| RAYNER D'SOUZA | Board Member | — | ||
| CHARLES FITZGERALD | Board Member | — | ||
| MICHAEL HERSCHENSOHN | Board Member | — | ||
| STEPHANIE HILBERT | Board Member | — | ||
| CYNTHIA HUFFMAN | Board Member | — | ||
| LAUREN MIKOV | Board Member | — | ||
| TIM MULLIGAN | Board Member | — | ||
| ERIKA NESHOLM | Board Member | — | ||
| SARAH PIERRE-LOUIS | Board Member | — | ||
| TERESA REVELLE | Board Member | — | ||
| MARGARET ROTHCHILD | Board Member | — | ||
| KAREN SHAW | Board Member | — | ||
| GOLDIE GENDLER SILVERMAN | Board Member | — | ||
| SHARYN SKEETER | Board Member | — | ||
| LARRY TRUE | Board Member | — | ||
| LESLIE RAY BERNSTEIN | Board President | — | ||
| BILL KUHN | VICE PRESIDE | — | ||
| DIANE LIND | Secretary | — | ||
| MICHAEL CRYSTAL | Treasurer | — | ||
| GARY HOULAHAN | PAST PRESIDE | — | ||
| MATT AALFS | Board Member | — | ||
| JOAN BAROKAS | Board Member | — | ||
| ERIC BENNETT | Board Member | — | ||
| LAURIE BESTEMAN | Board Member | — | ||
| SKYLER BROWN | Board Member | — | ||
| RAYNER D'SOUZA | Board Member | — | ||
| CHARLES FITZGERALD | Board Member | — | ||
| MICHAEL HERSCHENSOHN | Board Member | — | ||
| STEPHANIE HILBERT | Board Member | — | ||
| CYNTHIA HUFFMAN | Board Member | — | ||
| LAUREN MIKOV | Board Member | — | ||
| TIM MULLIGAN | Board Member | — | ||
| ERIKA NESHOLM | Board Member | — | ||
| SARAH PIERRE-LOUIS | Board Member | — | ||
| TERESA REVELLE | Board Member | — | ||
| MARGARET ROTHCHILD | Board Member | — | ||
| KAREN SHAW | Board Member | — | ||
| GOLDIE GENDLER SILVERMAN | Board Member | — | ||
| CHARLES P SITKIN | Board Member | — | ||
| SHARYN SKEETER | Board Member | — | ||
| LARRY TRUE | 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
5 / 100
weight 40%
Governance risk
55 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
34 / 100
Priority Review
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 36 points below the peer median (5 vs. 41).
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.
Overall score has gone from 35 → 34 over 5 years (declining by 1 points).
What's driving this score
- Comp-to-revenue ratio of 7.0% 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.