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 | Hidden | Hidden | — | 32 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2021 | — | — | — | 28 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | — | 25 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | — | 35 | Financially Distressed | Recovery | |
| 2018 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | — | 25 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | — | 29 | Critical Intervention Needed | Stable Watch | |
| 2010 | — | — | — | 25 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GRAHAM BLAIR | Board President | — | ||
| DANE GILL | Board Member | — | ||
| GABI GALLOWAY | Board Member | — | ||
| CURTIS GOODMAN | Board Member | — | ||
| JESSE HUNTWORK | Board Member | — | ||
| ELLEN ZAMBROWSKY HULS | Board Member | — | ||
| CAMERON LEMOS | Board Member | — | ||
| VINCENT ORDUNA | Board Member | — | ||
| SAMANTHA SIMAS | Treasurer | — | ||
| ALAN PARSONS | Board President | — | ||
| BRAD WALKER | VICE PRESIDE | — | ||
| JENTRA SMITH | Treasurer | — | ||
| LISA WARREN | VICE PRESIDE | — | ||
| JAMES TIERNEY | Secretary | — | ||
| KRISTIE WERNER | Board Member | — | ||
| ELEANOR WITHROW | Secretary | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SARAH BALL | Board Member | — | ||
| SCOTT BROWN | Board Member | — | ||
| KOOPER CAMPBELL | Board Member | — | ||
| LEE CHICOINE | Treasurer | — | ||
| CURTIS GOODMAN | Board President | — | ||
| HILARY GRILLEY | VICE PRESIDE | — | ||
| ELLEN ZAMBROWSKY HULS | Board Member | — | ||
| MIKE MOSCOWITZ | Board Member | — | ||
| BRAD NELSON | Board Member | — | ||
| ROD OLIN | Board Member | — | ||
| ALAN PARSONS | Board Member | — | ||
| JENTRA SMITH | Board Member | — | ||
| JAMES TIERNEY | Secretary | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ALAN PARSONS | Board Member | — | ||
| JAMES TIERNEY | Secretary | — | ||
| SARAH BALL | Board President | — | ||
| CHARLES BRESSLER | Board Member | — | ||
| SCOTT BROWN | Board Member | — | ||
| CURTIS GOODMAN | VICE PRESIDE | — | ||
| TRINA GRATRIX | Board Member | — | ||
| ELLEN ZAMBROWSKY HULS | Board Member | — | ||
| MIKE MOSCOWITZ | Board Member | — | ||
| BRAD NELSON | Board Member | — | ||
| ROD OLIN | Board Member | — |
Score breakdown
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 41 points below the peer median (0 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
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- Net assets declined for 3 consecutive years of deficit spending; cash runway narrowing.
- 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.