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 | 10.2% | 34 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 9.0% | 40 | Fragile | Recovery | |
| 2021 | — | — | 13.5% | 44 | Fragile | Recovery | |
| 2020 | — | — | 14.9% | 32 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 10.7% | 32 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 12.0% | 36 | Financially Distressed | Decline Risk | |
| 2017 | — | — | 10.3% | 42 | Fragile | Recovery | |
| 2016 | — | — | 12.4% | 32 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 9.1% | 40 | Financially Distressed | Recovery | |
| 2014 | — | — | 11.5% | 38 | Financially Distressed | Recovery | |
| 2013 | — | — | — | 36 | Financially Distressed | Decline Risk | |
| 2012 | — | — | — | 40 | Fragile | Recovery | |
| 2011 | — | — | — | 32 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KELLY RAGSDALE | Executive Director | 10.2% of Rev | ||
| PJ PETERSON | Board President | — | ||
| LARRY FOX | Board President | — | ||
| JOANNA BRODERICK LEE | Treasurer | — | ||
| JEN MILLIREN | Secretary | — | ||
| VALORIE FUTCHER | Board Member | — | ||
| RICH COLEMAN | Board Member | — | ||
| JIM GRAY | Board Member | — | ||
| JIM JOHNSTON | Board Member | — | ||
| TERESA PURCELL | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KELLY RAGSDALE | EXECUTIVE DI | 9.6% of Rev | ||
| VIVIEN BASOM | Board Member | — | ||
| RICH COLEMAN | Board Member | — | ||
| TIFFANY DICKINSON | Secretary | — | ||
| LARRY FOX | Board Member | — | ||
| JIM JOHNSTON | Board President | — | ||
| JOANNA LEE | Treasurer | — | ||
| JEN MILLIREN | Board Member | — | ||
| PJ PETERSON | Board President | — | ||
| TERESA PURCELL | Board Member | — | ||
| MARGARET SMITH | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| KELLY RAGSDALE | EXECUTIVE DI | 7.6% of Rev | ||
| GIAN MORELLI | EXECUTIVE DI | 4.8% of Rev | ||
| VIVIEN BASOM | Board Member | — | ||
| RICH COLEMAN | Board Member | — | ||
| TIFFANY DICKINSON | Secretary | — | ||
| LARRY FOX | Board Member | — | ||
| JIM JOHNSTON | Board President | — | ||
| SHAWN MARVIN | Treasurer | — | ||
| JEN MILLIREN | Board Member | — | ||
| PJ PETERSON | Board President | — | ||
| TERESA PURCELL | Board Member | — | ||
| MARGARET SMITH | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| GIAN MORELLI | EXECUTIVE DI | 10.6% of Rev | ||
| VIVIEN BASOM | Board Member | — | ||
| KEN BOTERO | Board Member | — | ||
| TIFFANY DICKINSON | Secretary | — | ||
| JIM JOHNSTON | Board Member | — | ||
| SUE LANTZ | Board President | — | ||
| SHAWN MARVIN | Treasurer | — | ||
| JOHANN PETERS | Board Member | — | ||
| PATRICIA PETERSON | Board Member | — | ||
| BRUCE POLLOCK | Board Member | — | ||
| TERESA PURCELL | Board Member | — | ||
| CHRISTINA SCHOTT | Board Member | — | ||
| MARGARET SMITH | Board Member | — | ||
| SHARON ZIMMERMAN | 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 47 points below the peer median (5 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 10.2% 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.