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 | — | — | 5.1% | 50 | Fragile | Recovery | |
| 2022 | — | — | 8.1% | 44 | Fragile | Stable Watch | |
| 2021 | — | — | 9.6% | 44 | Fragile | Recovery | |
| 2020 | — | — | 12.3% | 32 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 9.7% | 34 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 6.6% | 34 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 6.3% | 34 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 6.5% | 34 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 6.9% | 40 | Financially Distressed | Recovery | |
| 2014 | — | — | 3.2% | 35 | Financially Distressed | Decline Risk | |
| 2013 | — | — | 3.9% | 47 | Financially Distressed | Decline Risk | |
| 2012 | — | — | 13.2% | 46 | Financially Distressed | Decline Risk | |
| 2011 | — | — | 18.3% | 47 | Fragile | Stable Watch | |
| 2010 | — | — | 14.1% | 48 | Fragile | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PHILIP LACEY | Executive Director | 4.7% of Rev | ||
| JIM PRUITT | Board Member | — | ||
| CATHERINE WEATBROOK | Board Member | — | ||
| CHRISTINE WALSH | Board Member | — | ||
| DONNA PRUITT | Board Member | — | ||
| EDUARDO CORTES-SOLORIO | Board Member | — | ||
| BOB MAHER | Board President | — | ||
| MERCY ROME | VICE PESIDENT | — | ||
| DAN DEYOUNG | Treasurer | — | ||
| JAMES MITSUYASU | Secretary | — | ||
| ELLEN BEARDSLEY | Board President | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| PHILIP LACEY | Executive Director | 4.1% of Rev | ||
| REBECCA RYKER | Executive Director | 0.6% of Rev | ||
| ELLEN BEARDSLEY | Board President | — | ||
| DAN DEYOUNG | Treasurer | — | ||
| MERCY ROME | Secretary | — | ||
| MARTY FALLON | Board Member | — | ||
| JAMIE HOWELL | Board Member | — | ||
| JAMES MITSUYASU | Board Member | — | ||
| PATRICK MURPHY | Board Member | — | ||
| JIM PRUITT | Board Member | — | ||
| JENNIFER SMITH | Board Member | — | ||
| CATHERINE WEATBROOK | Board Member | — | ||
| JULI WEISS | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Rebecca Ryker | Executive Director | 4.0% of Rev | ||
| Ken Hunnicutt | Board President | — | ||
| Kevin Nordt | Treasurer | — | ||
| Jim Briggs | Secretary | — | ||
| Jennifer Smith | Board Member | — | ||
| Sandra Phenning | Board Member | — | ||
| Harriet Bullitt | Board Member | — | ||
| Marty Fallon | Board President | — | ||
| Patrick Murphy | Board Member | — | ||
| Jim Pruitt | Board Member | — | ||
| Mandi Wickline | Board Member | — | ||
| Deb Hartl | Board Member | — | ||
| Donald Miller | Board Member | — | ||
| Chuck Wikman | Board Member | — | ||
| Katie Anderson | Board President | — |
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: program score sits 28 points above the peer median (60 vs. 32).
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 5.1% sits within the sector's healthy band (18–22%).
What would change this score
No specific high-impact levers identified — this org's score is balanced across components.
Improving governance is a board decision. These are the levers.