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
35
Score
Governance
50
Score
Financial
15
Score
Program
45
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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 13.9% | 35 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 10.6% | 29 | Critical Intervention Needed | Recovery | |
| 2021 | — | — | 20.0% | 23 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 10.0% | 29 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | 11.3% | 29 | Critical Intervention Needed | Stable Watch | |
| 2018 | — | — | 10.9% | 32 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 13.7% | 27 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 12.7% | 27 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 12.1% | 27 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | 14.0% | 24 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 15.4% | 29 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 7.3% | 36 | Financially Distressed | Recovery | |
| 2011 | — | — | — | 31 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Limuel B Forgey III | Board Member | 11.2% of Rev | ||
| Jennifer Hartley | Board Member | — | ||
| Fralisa Mcfall | Board Member | — | ||
| Susan Connolly | Board Member | — | ||
| Heidi Madson | Board Member | — | ||
| Ryan Porter | Board Member | — | ||
| Maria Balderrama | Board Member | — | ||
| Vic Tomono | Board Member | — | ||
| Kathryn Mcauley | Treasurer | — | ||
| Cynthia Branson | Secretary | — | ||
| John Sanders | Board President | — | ||
| Ryan Porter | Board President | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Limuel B Forgey III | Board Member | 14.0% of Rev | ||
| Fralisa Mcfall | Board Member | — | ||
| Susan Connolly | Board Member | — | ||
| Heidi Madson | Board Member | — | ||
| Ryan Porter | Board Member | — | ||
| Maria Balderrama | Board Member | — | ||
| Kathryn Mcauley | Treasurer | — | ||
| Teresa Gutierez | Board President | — | ||
| Cynthia Branson | Secretary | — | ||
| John Sanders | Board President | — | ||
| Jennifer Hartley | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| NOEL KORAN | Board Member | 9.6% of Rev | ||
| JENNIFER HARTLEY | Board Member | — | ||
| FRALISA MCFALL | Board Member | — | ||
| SUSAN CONNOLLY | Board Member | — | ||
| HEIDI MADSON | Board Member | — | ||
| RYAN PORTER | Board Member | — | ||
| MARIA BALDERRAMA | Board Member | — | ||
| KATHRYN MCAULEY | Treasurer | — | ||
| TERESA GUTIEREZ | Board President | — | ||
| CYNTHIA BRANSON | Secretary | — | ||
| JOHN SAUNDERS | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| NOEL KORAN | Board Member | 10.3% of Rev | ||
| JENNIFER HARTLEY | Board Member | — | ||
| FRALISA MCFALL | Board Member | — | ||
| SUSAN CONNOLLY | Board Member | — | ||
| HEIDI MADSON | Board Member | — | ||
| MARIA BALDERRAMA | Board Member | — | ||
| KATHRYN MCAULEY | Treasurer | — | ||
| TERESA GUTIEREZ | Board President | — | ||
| TODD VALLIE | Board President | — | ||
| CYNTHIA BRANSON | Secretary | — | ||
| JOHN SAUNDERS | Board President | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| NOEL KORAN | Board Member | 8.3% of Rev | ||
| JENNIFER HARTLEY | Board Member | — | ||
| FRALISA MCFALL | Board Member | — | ||
| SUSAN CONNOLLY | Board Member | — | ||
| HEIDI MADSON | Board Member | — | ||
| JOHN SAUNDERS | Board Member | — | ||
| KATHRYN MCAULEY | Treasurer | — | ||
| TERESA GUTIEREZ | Board President | — | ||
| TODD VALLIE | Board President | — | ||
| CYNTHIA BRANSON | Secretary | — | ||
| SEAN SCHMIDT | Board President | — |
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
50 / 100
weight 40%
Program scale
45 / 100
weight 20%
Overall
35 / 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 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 13.9% 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.