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
31
Score
Governance
45
Score
Financial
15
Score
Program
45
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
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 | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 22.3% | 31 | Critical Intervention Needed | Gov Risk | |
| 2022 | — | — | 30.5% | 26 | Critical Intervention Needed | Gov Risk | |
| 2021 | — | — | 30.1% | 30 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | 23.6% | 31 | Critical Intervention Needed | Gov Risk | |
| 2018 | — | — | — | 39 | Fragile | Stable Watch | |
| 2017 | — | — | — | 39 | Fragile | Stable Watch | |
| 2016 | — | — | — | 35 | Fragile | Stable Watch | |
| 2015 | — | — | — | 35 | Fragile | Recovery | |
| 2014 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 15.9% | 29 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 20.9% | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JENNIFER O'BANNAN | Executive Director | 23.3% of Rev | ||
| KEN TREIS | Board President | — | ||
| CONNIE KERBS | Board President | — | ||
| PATTY HENDRICKSON | Treasurer | — | ||
| JULIA SALERNO | Secretary | — | ||
| CHRIS CARLSEN | Board Member | — | ||
| SHARON CATTICH | Board Member | — | ||
| JOHN MOODY | Board Member | — | ||
| MARY BETH CULLITAN | Board Member | — | ||
| MICHAEL EBINGER | Board Member | — | ||
| NIKI MOORE | Board Member | — | ||
| HEIDI SINE | Board Member | — | ||
| JASON MILLER | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JENNIFER O'BANNAN | Executive Director | 22.3% of Rev | ||
| ADELLE LINES | Board President | — | ||
| KEN TREIS | Board President | — | ||
| PATTY HENDRICKSON | Treasurer | — | ||
| JULIA SALERNO | Secretary | — | ||
| CONNIE KERBS | Board Member | — | ||
| MARY BETH CULLITAN | Board Member | — | ||
| Chris Carlsen | Board Member | — | ||
| SHARON CATTICH | Board Member | — | ||
| WEILING ZHU | Board Member | — | ||
| STEVE CHEN | Board Member | — | ||
| JOHN MOODY | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JENNIFER O'BANNON | Executive Director | 19.5% of Rev | ||
| KEN TREIS | Board President | — | ||
| CONNIE KERBS | Board President | — | ||
| CRAIG CULBERTSON | Treasurer | — | ||
| JENNIFER EDWARDS | Secretary | — | ||
| STEVE CHEN | Board Member | — | ||
| RYAN CROSETTE | Board Member | — | ||
| MARY BETH CULLITAN | Board Member | — | ||
| YURI MOROZOV | Board Member | — | ||
| REBECCA MOSLEY | Board Member | — | ||
| BRANDI SMITH | Board Member | — | ||
| CHRISTINE ULRICHSEN | Board Member | — | ||
| WEILING ZHU | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JENNIFER O'BANNAN | OFFICER | 18.9% of Rev | ||
| KEN TREIS | Board President | — | ||
| ADELLE LINES | Secretary | — | ||
| YURI MOROZOV | Treasurer | — | ||
| BRANDI SMITH | Secretary | — | ||
| STEVE CHEN | Board Member | — | ||
| CRAIG CULBERTSON | Board President | — | ||
| MARY BETH CULLITAN | Board Member | — | ||
| JENIFER EDWARDS | Board Member | — | ||
| CONNIE RAE KERBS | Board Member | — | ||
| CHRISTINE ULRICHSEN | Board Member | — | ||
| WEILING ZHU | Board Member | — | ||
| REBECCA MOSLEY AS OF MAY 2021 | Board Member | — | ||
| RYAN CROSETTE | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JENNIFER O'BANNAN | Executive Director | 15.8% of Rev | ||
| KEN TREIS | Board President | — | ||
| ADELLE LINES | Board President | — | ||
| YURI MOROZOV | Treasurer | — | ||
| BRANDI SMITH | Secretary | — | ||
| STEVE CHEN | Board Member | — | ||
| CRAIG CULBERTSON | Board Member | — | ||
| MARY BETH CULLITAN | Board Member | — | ||
| JENIFER EDWARDS | Board Member | — | ||
| CONNIE RAE KERBS | Board Member | — | ||
| CHRISTINE ULRICHSEN | Board Member | — | ||
| WEILING ZHU | 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
15 / 100
weight 40%
Governance risk
45 / 100
weight 40%
Program scale
45 / 100
weight 20%
Overall
31 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 236 other orgs in WA with NTEE prefix A6.
Most-divergent component: financial score sits 26 points below the peer median (15 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.
What's driving this score
- Comp-to-revenue ratio of 22.3% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- 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.