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.
Title
Representative Institutions
Institutional Epochs
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 61.6% | 21 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 42 | Fragile | Recovery | |
| 2020 | — | — | — | 40 | Fragile | Recovery | |
| 2019 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 31 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 31 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 33 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 39 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ASHLEY SUN | Board Member | 25.5% of Rev | ||
| CHERYL FALK | Board Member | 25.5% of Rev | ||
| AIMEE NOLAN | Board Member | 10.6% of Rev | ||
| HANNAH LONG | Treasurer | — | ||
| JASMINE VAIL | Board President | — | ||
| KAYLA KIM | Board President | — | ||
| DEBORAH LEE | Secretary | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| AIMEE NOLAN | Board President | — | ||
| HANNAH LONG | Board President | — | ||
| JASMIN VAIL | Board President | — | ||
| KAYLA KIM | Treasurer | — | ||
| DEBORAH LEE | Secretary | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DEBBIE BURKE | Board President | — | ||
| BETH GOODMAN | Treasurer | — | ||
| JOLA JENSEN | Secretary | — | ||
| STACY NAKATA | Board President | — | ||
| HELEN KELLY | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOLA JENSEN | Secretary | — | ||
| STACY NAKATA | Board President | — | ||
| REBECCA MOSCATEL | Board Member | — | ||
| STEPHANIE GRIBBLE | Board Member | — | ||
| DEBBIE BURKE | Board President | — | ||
| BETH GOODMAN | Treasurer | — |
Score breakdown
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: financial score sits 52 points below the peer median (0 vs. 52).
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 61.6% is well above the sector's 90th percentile (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:
- Reduce top-officer compensation from 61.6% to under 22% of revenue — would move governance score by ~40 points.
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
Improving governance is a board decision. These are the levers.