Acute Stabilization
What does this mean?
A successful crisis intervention. After hitting the Priority Review risk tier, the organization demonstrates consecutive years of Financial Score recovery paired with Governance Score improvement.
The Path Forward
The Dawn
Institutionalizes the emergency protocols that saved the organization. It locks in new, rigorous governance policies to prevent a relapse into crisis.
Title
Representative Institutions
Institutional Epochs
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | — | — | Unknown | — | |
| 2022 | — | — | 12.7% | 29 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | — | 28 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 30.0% | 17 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 19.2% | 23 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | 19.5% | 23 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | — | 25 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 47 | Financially Distressed | Decline Risk | |
| 2013 | — | — | — | 51 | Fragile | Stable Watch | |
| 2012 | — | — | — | 51 | Fragile | Stable Watch | |
| 2011 | — | — | — | 51 | Fragile | Recovery | |
| 2010 | — | — | — | 39 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| BRETT ALLRED | Board President | — | ||
| HOLLY HURLEY-FEATHER | Board President | — | ||
| HEATHER GULLING | Secretary | — | ||
| KRISTI ONKKA | Treasurer | — | ||
| BRETT ALLRED | Board President | — | ||
| KATHLEEN JUNG | Board President | — | ||
| JOCY DOLLISON | Treasurer | — | ||
| CLAIRE SKINNER | Secretary | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Brett Allred | Board President | — | ||
| Holly Hurley | Board President | — | ||
| Heather Gulling | Secretary | — | ||
| Krista Onkka | Treasurer | — | ||
| Kathleen Jung | Board Member | — | ||
| Allison Duncon | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Ross Ashdown | Board President | — | ||
| Marci Caputo | Board President | — | ||
| Jocy Walla | Secretary | — | ||
| Kathleen Jung | Board Member | — | ||
| Brett Allred | Board Member | — | ||
| Lauren Meyer | Treasurer | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Fewer than 3 peers found in WA for this NTEE subcategory; peer comparison would not be statistically meaningful.
5-year trend: Acute Stabilization
A successful crisis intervention. After hitting the Priority Review risk tier, the organization demonstrates consecutive years of Financial Score recovery paired with Governance Score improvement.
What's driving this score
- Comp-to-revenue ratio of 12.7% sits within the sector's healthy band (18–22%).
- Two consecutive years of deficit spending.
- 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).
- Stabilize program expenses or grow earned-income revenue to break the consecutive-deficit pattern (~8 points to financial score).
Improving governance is a board decision. These are the levers.