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 | — | |
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | — | 38 | Financially Distressed | Recovery | |
| 2022 | — | — | — | 33 | Critical Intervention Needed | Stable Watch | |
| 2021 | — | — | — | 32 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | — | 28 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | — | 27 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 29 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | — | 22 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 28 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 24 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 20.1% | 32 | Critical Intervention Needed | Gov Risk | |
| 2012 | — | — | 23.0% | 37 | Fragile | Gov Risk | |
| 2011 | — | — | 18.3% | 33 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JOHN GIBSON | Treasurer | — | ||
| AMANDA ZASTROW | Secretary | — | ||
| BRANDON JENKINS-MOAK | Board President | — | ||
| TOM COBURN | Board Member | — | ||
| JENNIE HENDRIE | Board Member | — | ||
| RICK KONG | Board Member | — | ||
| RANDY NORSTREM | Board Member | — | ||
| DOROTHY SCHEDVIN | Board Member | — | ||
| JERI WORKLAND | Board Member | — | ||
| KATHI VILLARUZ | Board President | — | ||
| BARB CIESLEK | Board President | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JENNIE HENDRIE | Board President | — | ||
| BRANDON JENKINS-MOAK | Board President | — | ||
| JOHN GIBSON | Treasurer | — | ||
| KATHI VILLARUZ | Board President | — | ||
| AMANDA ZASTROW | Secretary | — | ||
| KATHI FERRARI | Board Member | — | ||
| BARB CIESLEK | Board Member | — | ||
| RICK KONG | Board Member | — | ||
| RANDY NORSTREM | Board Member | — | ||
| JERI WORKLAN | Board Member | — | ||
| TOM COBURN | Board Member | — | ||
| DOROTHY SCHEDVIN | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MICHAEL MURPHY | Board Member | — | ||
| KATHRYN MURPHY | Board Member | — | ||
| AMANDA ZASTROW | Board Member | — | ||
| ADELE DARR | Board Member | — | ||
| JENNIE HENDRIE | Board President | — | ||
| BRANDON JENKINS-MOAK | Board President | — | ||
| JOHN GIBSON | Treasurer | — | ||
| KATHI VILLARUZ | Secretary | — | ||
| KATHI FERRARI | Board President | — | ||
| LUANA JOSLIN-LESTER | Board Member | — | ||
| RICK KONG | Board Member | — | ||
| MARTIN MOORE | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| AMANDA ZASTROW | Board Member | — | ||
| JENNIE HENDRIE | Board President | — | ||
| BRANDON JENKINS-MOAK | Board President | — | ||
| JOHN GIBSON | Treasurer | — | ||
| KATHI VILLARUZ | Secretary | — | ||
| KATHI FERRARI | Board President | — | ||
| LUANA JOSLIN-LESTER | Board Member | — | ||
| RICK KONG | Board Member | — | ||
| MARTIN MOORE | Board Member | — | ||
| MICHAEL MORGAN | Board Member | — | ||
| KATHRYN MURPHY | Board Member | — |
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 37 points below the peer median (15 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
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- Net assets declined for 4 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.