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 | — | — | — | 37 | Financially Distressed | Recovery | |
| 2022 | — | — | — | 42 | Fragile | Recovery | |
| 2021 | — | — | 0.1% | 32 | Critical Intervention Needed | Stable Watch | |
| 2020 | — | — | 0.0% | 35 | Financially Distressed | Stable Watch | |
| 2019 | — | — | — | 35 | Financially Distressed | Recovery | |
| 2018 | — | — | — | 31 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | 7.9% | 32 | Critical Intervention Needed | Recovery | |
| 2016 | — | — | 13.9% | 31 | Critical Intervention Needed | Stable Watch | |
| 2015 | — | — | 9.0% | 34 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 6.9% | 34 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | 7.6% | 30 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 7.7% | 30 | Critical Intervention Needed | Stable Watch | |
| 2011 | — | — | 7.7% | 30 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2026
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| TEAL SHERER | Board President | — | ||
| ALICIA HEALEY | Treasurer | — | ||
| BRET TORBECK | Secretary | — | ||
| LESLEY BAIN | Board Member | — | ||
| BERNADETTE BASCOM | Board Member | — | ||
| MELISSA HAMASAKI | Board Member | — | ||
| CAROL ROSCOE | Board Member | — | ||
| PAULA THARP | Board Member | — |
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Teal Sherer | Board President | — | ||
| Carol Roscoe | Treasurer | — | ||
| Breck Wilmott | Secretary | — | ||
| Peter Dylan O'Connor | Board Member | — | ||
| Bret Torbeck | Board Member | — | ||
| Aarti Tiwari | Board Member | — | ||
| Melissa Hamasaki | Board Member | — | ||
| Bernadette Bascom | Board Member | — | ||
| Lesley Bain | Board Member | — | ||
| Alicia Healey | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ARLANDO SMITH | Board Member | — | ||
| TIM FORD | Board President | — | ||
| KATHRYN ROBINSON | Board President | — | ||
| RACHEL MCCRACKEN | Treasurer | — | ||
| BRECK WILMOT | Secretary | — | ||
| BOB COLLERAN | Board Member | — | ||
| PETER DYLAN O'CONNOR | Board Member | — | ||
| TEAL SHERER | Board Member | — | ||
| BRET TORBECK | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| ARLANDO SMITH | Board Member | 0.0% of Rev | ||
| TEAL SHERER | Board Member | — | ||
| BRET TORBECK | Board Member | — | ||
| TIM FORD | Board President | — | ||
| KATHRYN ROBINSON | Board President | — | ||
| RACHEL MCCRACKEN | Treasurer | — | ||
| BRECK WILMOT | Secretary | — | ||
| BOB COLLERAN | Board Member | — | ||
| PETER DYLAN O'CONNOR | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SOL VILLARREAL | Board President | — | ||
| GERALDINE CALDAROLA | Board President | — | ||
| MICHELLE HLAING | Board President | — | ||
| ANDREW POHL | Treasurer | — | ||
| BRECK WILMOT | Secretary | — | ||
| CRISTIN MILLER | Board Member | — | ||
| KATHRYN ROBINSON | Board Member | — | ||
| RAY GONZALES | Board Member | — | ||
| AMANDA BEDELL | Board Member | — | ||
| RACHEL MCCRACKEN | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 333 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
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- 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.