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 | 11.1% | 29 | Critical Intervention Needed | Decline Risk | |
| 2023 | — | — | 8.6% | 34 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 12.5% | 33 | Critical Intervention Needed | Stable Watch | |
| 2021 | — | — | 13.1% | 33 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | 12.1% | 33 | Critical Intervention Needed | Recovery | |
| 2019 | — | — | 9.8% | 30 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 10.1% | 29 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | 9.5% | 30 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 11.2% | 33 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 12.5% | 31 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 11.8% | 31 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 20.2% | 23 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 30.7% | 24 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MARCIA GREENFIELD | Board Member | 11.1% of Rev | ||
| TABITHA DENNISON | Board Member | — | ||
| ANNE MARIE ELAM | Secretary | — | ||
| TOM FEASTER | Board Member | — | ||
| RACHEL MORDICK | Board President | — | ||
| SHAWN PETERS | Board Member | — | ||
| STEPHANIE REDDEN | Treasurer | — | ||
| PAULA REYES | Board Member | — | ||
| WENDY TRIPP | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Marcia Greenfield | Board Member | 9.7% of Rev | ||
| Lisa Dallas | Board President | — | ||
| Anne Elam | Secretary | — | ||
| Tom Feaster | Board Member | — | ||
| Rachel Mordick | Board President | — | ||
| Mike Orr | Treasurer | — | ||
| Shawn Peters | Board Member | — | ||
| Kevin Rasku | Board Member | — | ||
| Wendy Tripp | Board Member | — | ||
| Tabitha Dennison | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Marcia Greenfield | Board Member | 8.5% of Rev | ||
| Lisa Dallas | Board Member | — | ||
| Anne Elam | Board Member | — | ||
| Valerie Jensen | Secretary | — | ||
| Dan Kay | Board President | — | ||
| Rachel Mordick | Board Member | — | ||
| Mike Orr | Treasurer | — | ||
| Shawn Peters | Board Member | — | ||
| Kevin Rasku | Board Member | — | ||
| Wendy Tripp | 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
- Comp-to-revenue ratio of 11.1% 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.