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 | 17.2% | 27 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 15.2% | 27 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 15.1% | 37 | Financially Distressed | Recovery | |
| 2020 | — | — | 17.1% | 29 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 15.3% | 33 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 18.4% | 33 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 15.3% | 37 | Fragile | Stable Watch | |
| 2016 | — | — | 17.4% | 37 | Fragile | Stable Watch | |
| 2015 | — | — | 19.2% | 37 | Fragile | Recovery | |
| 2014 | — | — | 21.3% | 33 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 19.5% | 33 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 21.5% | 37 | Fragile | Recovery | |
| 2011 | — | — | — | 35 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Laura James | Executive Director | 4.3% of Rev | ||
| Nancy Malek | Board President | — | ||
| Robert Pfeiffer | Board Member | — | ||
| Cynthia McCrea | Secretary | — | ||
| Jack Malek | Board Member | — | ||
| Subhash Prajapati | Board Member | — | ||
| Armand Micheline | Board Member | — | ||
| Tracy Furutani | Secretary | — | ||
| Charles Capp | Board Member | — | ||
| Eric Friedli | Treasurer | — | ||
| Courtney Good | Board Member | — | ||
| Karen Thielke | Board Member | — | ||
| Kristen Wickersham | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Philip Attipoe | Board Member | — | ||
| Herb Bryce | Board Member | — | ||
| Darryl Miller | Treasurer | — | ||
| Tracy Thorleifson | Board President | — | ||
| Tracy Furutani | Secretary | — | ||
| Robert Pfeiffer | Treasurer | — | ||
| Nancy Malek | Board President | — | ||
| Sarah Cohen | Board Member | — | ||
| Eric Friedli | Board Member | — | ||
| Karen Theilke | Board Member | — | ||
| Subhash Prajapati | Board Member | — | ||
| Katrina Brede | Board Member | — | ||
| Courtney Good | Board Member | — | ||
| Cynthia McCrea | Board Member | — | ||
| Quinn Elliott | Executive Director | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Lorie Hoffman | Executive Director | 13.4% of Rev | ||
| Nancy Graves | Board Member | — | ||
| Louis Uhm | Board Member | — | ||
| Philip Altipoe | Board Member | — | ||
| Tracy Furutani | Board Member | — | ||
| Darryl Miller | Board Member | — | ||
| Becky Blixt | Board Member | — | ||
| Herb Bryce | Board Member | — | ||
| Josh Beerman | Board Member | — | ||
| Tracy Thorleifson | Board President | — | ||
| Sarah Cohen | Secretary | — | ||
| Robert Pfeiffer | Treasurer | — | ||
| Nancy Malek | Board President | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 236 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 17.2% 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:
- Separate signing authority from fundraising authority when both are held by one person — removes the concentration penalty (~12 points).
- 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.