Washington Hall Qalicb
Nonprofit profile at a glance
- EIN
- 473836379
- IRS 990 coverage
- 2015–2025
- Forms available
- Form 990 2025, Form 990-T 2020
- Location
- Seattle, WA, USA
- Phone
- 2066226952
- Rating
- 79
- Verdict
- SUPPORTED
- Rating confidence
- Moderate
- Sector
- Historical Societies, Related Historical Activities
Reported finances
- Revenue
- $213,893
- Expenses
- $392,484
- Assets
- $7,835,264
- Liabilities
- $5,943
Source: IRS Form 990. Selected filing: tax year 2025. Amounts in USD.
Leadership & pay
3 people listed
Executive titles in this filing
- JANE DAVIES (PRESIDENT)
- DAVID YEAWORTH (VICE PRESIDENT)
Highest reported compensation
- JANE DAVIES (PRESIDENT): $102,140 total reported compensation
Source: IRS Form 990. Selected filing: tax year 2025. Names and roles reflect this filing, not necessarily current officeholders.
Overview
Mission
To restore Washington hall as a community arts, culture and gathering space. To preserve this historic building for the benefit of the community it serves.
What it reported doing in 2025
Washington hall qalicb was formed in april 2015, in conjunction with the new markets tax credit financing transaction that closed on june 17, 2015. Washington hall qalicb holds the Washington hall building and underlying land as assets and will lease the building to community organizations and other entities for performance, gathering, rehearsal, meeting and office space. Historic seattle's vision for Washington hall was full rehabilitation, allowing it to serve as a permanent home for community arts, heritage, and cultural organizations. With the help of 4culture, we secured nonprofit arts organizations as anchor groups in the project who are also users of the spaces for rehearsals, offices, and performances. Our anchor groups in the project are three emerging arts organizations with a focus on social justice. These organizations include 206 zulu, a group that promotes hip hop culture; voices rising, a youth lgbt music and spoken word organization; and black power unlimited, an eritrean community culture and food group with social justice and arts expression at its core. After its renovation, the building's main hall and lodge room began to help address the lack of affordable venues in seattle. By providing upgraded facilities, we built a self-sustaining operating model that ensures the space can be a vibrant, affordable, diverse arts and cultural facility that serves seattle and king county's arts, heritage, and preservation communities.
Operating model
- Revenue model
- Earned-program. 97% of the money available for current operations came from fees and other program revenue.
- Distribution model
- Direct operator. The filing allocates 100% of reported program-service expenses outside its grant, affiliate-payment, and member-benefit lines. This expense classification does not rule out separately announced grant awards.
The verdict
SUPPORTED - A large share of available resources goes toward mission work and the filed numbers largely add up. Some filing-based governance responses are negative or unanswered and expenses are high relative to revenue.
Rating breakdown
- Financial Efficiency: 86
- Transparency & Controls: 92
- Accountability: 65
- Sustainability: 35
- Growth: 40
Detailed rating inputs
Financial Efficiency
- Mission deployment rate: 100%; rating input score 100
- Program expense ratio: 91.7%; rating input score 92
- Fundraising efficiency: Limited
Transparency & Controls
- Consistency checks: 100%; rating input score 100; 64th percentile among comparable filings
- Pay-setting controls: Limited
- Foreign activity oversight: Limited
- Grant itemization coverage: Limited
- Major donor itemization: Yes; rating input score 100
- Related-party transparency: Limited
Accountability
- Independent voting board: 66.7%; rating input score 67; 21st percentile among comparable filings
- Governance controls: 5 of 8 controls in place; rating input score 62
- Conflict-of-interest policy: Pass
- Whistleblower policy: Fail
- Document-retention policy: Pass
- CEO compensation review process: Fail
- Other executive compensation review process: NotApplicable
- Form 990 shared with the board: Fail
- Board meeting minutes documented: Pass
- Audit committee oversight: Pass
- Independent financial-statement audit: Pass
Sustainability
- Operating margin: -83.5%; rating input score 2; 2nd percentile among comparable filings
- Total-asset coverage ratio: 19.96; rating input score 95; 95th percentile among comparable filings
- Liabilities to assets ratio: 0; rating input score 51; 51st percentile among comparable filings
- Officer compensation ratio: Limited
Growth
- Program expense growth: 0.2% per year; rating input score 100; 29th percentile among comparable filings
- Revenue growth: -11.6% per year; rating input score 0; 4th percentile among comparable filings
- Asset growth: -2% per year; rating input score 0; 16th percentile among comparable filings
Details
- Where the money goes: 100% of revenue deployed · 91.7% of spending went to programs
- Governance: 2 of 3 board members independent · 5 of 8 filing controls reported
- Programs: 1 filed program accomplishment · $360K in reported program spending
- Leadership: top reported pay $102K · 3 people listed
- Consistency: 18 of 18 current checks pass
- Schedules: 5 filed schedules · includes major donors
- Filing history: 10 filing years from 2015 to 2025
- Contacts: How to reach this organization
- Related organizations: 3 filed related-organization links
- Grant readiness: Federal tax and exclusion status, award history, and grant-maker relationships.
- People: Everyone the filings name, and which of them the filings identify by more than a name.
Key Signals
Signals prioritize questions for review. They are not findings of misconduct.
- Review — Accountability: Governance controls: 3 of 8 not reported.
- High — Sustainability: Operating margin scored 2/100.
- High — Growth: Revenue growth scored 0/100.
- High — Growth: Asset growth scored 0/100.
- Review — Sustainability: Liabilities to assets ratio scored 51/100.