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
40
Score
Governance
50
Score
Financial
20
Score
Program
60
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
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 | — | — | 13.0% | 40 | Fragile | Recovery | |
| 2022 | — | — | 17.3% | 31 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 16.3% | 31 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 22.9% | 31 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 12.7% | 43 | Fragile | Recovery | |
| 2018 | — | — | 12.5% | 35 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 16.2% | 33 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | 19.5% | 33 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 29.1% | 24 | Critical Intervention Needed | Gov Risk | |
| 2014 | — | — | — | 43 | Financially Distressed | Recovery | |
| 2013 | — | — | — | 37 | Financially Distressed | Decline Risk | |
| 2012 | — | — | — | 37 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Erik Hanson | Executive Director | 15.2% of Rev | ||
| Richard Israel | Board President | — | ||
| Trenton Lawton | Board President | — | ||
| Warren Wilson | Secretary | — | ||
| Joe Lee | Treasurer | — | ||
| Davida Bourgeois | Board Member | — | ||
| Samuel Cameron | Board Member | — | ||
| Cynthia Goodwin | Board Member | — | ||
| Chris Helm | Board Member | — | ||
| Sadie Josephs | Board Member | — | ||
| Janet Livingstone | Board Member | — | ||
| Angela Moorer | Board Member | — | ||
| Gordon Thomson | Board Member | — | ||
| Ciera Marie Young | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Erik Hanson | Executive Director | 13.8% of Rev | ||
| Cynthia Goodwin | Board President | — | ||
| Warren Wilson | Secretary | — | ||
| Laura DelVillar | Treasurer | — | ||
| Samuel Cameron | Board Member | — | ||
| Adriana Giordano | Board Member | — | ||
| Chris Helm | Board Member | — | ||
| Richard Israel | Board Member | — | ||
| Trenton Lawton | Board Member | — | ||
| Janet Livingstone | Board Member | — | ||
| Angela Moorer | Board Member | — | ||
| Jennifer Stanton | Board Member | — | ||
| Gordon Thomson | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Erik Hanson | Executive Director | 12.0% of Rev | ||
| Laura DelVillar | Treasurer | — | ||
| Bill Berry | Board Member | — | ||
| Samuel Cameron | Board Member | — | ||
| Chris Helm | Board Member | — | ||
| Peter Igel | Board Member | — | ||
| Bertina Judd | Board Member | — | ||
| Diane Panagiotopoulos | Board Member | — | ||
| Marcy Reed | Board Member | — | ||
| Gordon Thomson | Board Member | — | ||
| Julia Walton | Board Member | — | ||
| Cynthia Goodwin | Board President | — | ||
| Mike Blome | Board President | — | ||
| Warren Wilson | Secretary | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Erik Hanson | Executive Director | 8.2% of Rev | ||
| Cynthia Goodwin | Board President | — | ||
| Mike Blome | Board President | — | ||
| Warren Wilson | Secretary | — | ||
| Laura DelVillar | Treasurer | — | ||
| Bill Berry | Board Member | — | ||
| Samuel Cameron | Board Member | — | ||
| Rebecca Elder | Board Member | — | ||
| Peter Igel | Board Member | — | ||
| Bertina Judd | Board Member | — | ||
| Diane Panagiotopoulos | Board Member | — | ||
| Marcy Reed | Board Member | — | ||
| Gordon Thomson | Board Member | — | ||
| Julia Walton | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Erik Hanson | Executive Director | 7.9% of Rev | ||
| Cynthia Goodwin | Board President | — | ||
| Mike Blome | Board President | — | ||
| Dennis Asis | Treasurer | — | ||
| Warren Wilson | Secretary | — | ||
| Mary Muncey | Board Member | — | ||
| Julia Walton | Board Member | — | ||
| Rebecca Elder | Board Member | — | ||
| Gordon Thomson | Board Member | — | ||
| Peter Igel | Board Member | — | ||
| Diane Panagiotopoulos | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
20 / 100
weight 40%
Governance risk
50 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
40 / 100
Priority Review
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 32 points below the peer median (20 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 13.0% sits within the sector's 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:
- Build cash reserves to at least 3 months of operating expenses — moves financial resilience score meaningfully (~10 points).
Improving governance is a board decision. These are the levers.