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 | 14.6% | 24 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 40 | Fragile | Recovery | |
| 2020 | — | — | — | 28 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | — | 36 | Financially Distressed | Recovery | |
| 2018 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 33 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | — | 31 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | — | 29 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Lars Myren | Executive Director | 14.6% of Rev | ||
| Timothy Little Tran | Board Member | — | ||
| Anthony Moore | Board Member | — | ||
| Carmen Samodien | Board Member | — | ||
| Cee Adamson | Board Member | — | ||
| Shauna Fithian | Board President | — | ||
| Monika Berger | Board President | — | ||
| Aurika Hays | Secretary | — | ||
| Brent Samodien | Treasurer | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Jean Avery | Board Member | — | ||
| Aurika Hays | Board Member | — | ||
| Satin Brennan | Board Member | — | ||
| Cee Adamson | Board Member | — | ||
| Karen Edgerton | Secretary | — | ||
| Monika Berger | Board President | — | ||
| Lars Myren | Board President | — | ||
| Jenna Ingersoll | Treasurer | — | ||
| Shauna Fithian | Vice President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Satin Brennan | Board Member | — | ||
| Jean Avery | Board Member | — | ||
| Nicki Coven | Board Member | — | ||
| Shauna Fithian | Board Member | — | ||
| Jolynn Gillie | Board Member | — | ||
| Sara Hausermann | Board Member | — | ||
| Aurika Hays | Board Member | — | ||
| Karen Edgerton | Board Member | — | ||
| Leslie Soelberg | Secretary | — | ||
| Lars Myren | Board President | — | ||
| Monika Berger | Board President | — | ||
| Tamsyn Carter | Treasurer | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Nikki Coven | Board Member | — | ||
| Arvind Ranasaria | Board Member | — | ||
| Megan Ollenberger | Board Member | — | ||
| Shauna Fithian | Board Member | — | ||
| Jolynn Gille | Board Member | — | ||
| Leslie Soelberg | Secretary | — | ||
| Tamsyn Carter | Treasurer | — | ||
| Monika Berger | Board President | — | ||
| Lars Myren | Board President | — |
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 14.6% 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.