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 |
|---|---|---|---|---|---|---|---|
| 2025 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | Hidden | Hidden | 27.0% | 24 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 41 | Fragile | Recovery | |
| 2020 | — | — | — | 35 | Financially Distressed | Recovery | |
| 2018 | — | — | — | 38 | Financially Distressed | Recovery | |
| 2017 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | — | 38 | Fragile | Recovery | |
| 2015 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2014 | — | — | — | 32 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | — | 32 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| David Lynx | Executive Director | 10.1% of Rev | ||
| Lani Brockman | Board Member | — | ||
| Beatriz Soriano | Board Member | — | ||
| Vince Ball | Board Member | — | ||
| Dawn Laurant | Board Member | — | ||
| Sage Sommer | Board Member | — | ||
| Katherine Vincent | Board Member | — | ||
| Tracy Big MacLean | Board Member | — | ||
| Blair Englebrecht | Board Member | — | ||
| Will McDermott | Board Member | — | ||
| Chris Lye | Board President | — | ||
| Grace MacArthur | Board President | — | ||
| Neeta Moonka | Treasurer | — | ||
| Carrie Cassidy | Secretary | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| HOLLY KOELLING | Board President | — | ||
| STEPH DICKSON | Board President | — | ||
| CHRIS LYE | Board President | — | ||
| CATHY LEAP | Treasurer | — | ||
| WILL MCDERMOTT | Board Member | — | ||
| MARTHA CHAUDHRY | Board Member | — | ||
| HANNAH FISHER | Secretary | — | ||
| JOHN ADAMS | Board Member | — | ||
| HARMONY ARNOLD | Board Member | — | ||
| MARY LU HAWES | Board Member | — | ||
| TONY NAVETTA | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOHN ADAMS | Board President | — | ||
| MARY LU HAWES | Board President | — | ||
| HARMONY ARNOLD | Secretary | — | ||
| VICKIE SANDERS | Board Member | — | ||
| ANUMEHA | Treasurer | — | ||
| HOLLY KOELLING | Board Member | — | ||
| STEPH DIXON | Board Member | — | ||
| HANNAH FISHER | Board Member | — | ||
| CHRIS LYE | Board Member | — | ||
| VASUMA SARGEANT | Board Member | — | ||
| LOU CYSEWSKI | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 177 other orgs in WA with NTEE prefix A2.
Most-divergent component: financial score sits 74 points below the peer median (0 vs. 74).
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 27.0% 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).
- Reduce top-officer compensation from 27.0% to under 22% of revenue — would move governance score by ~10 points.
Improving governance is a board decision. These are the levers.