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 |
|---|---|---|---|---|---|---|---|
| 2023 | Hidden | Hidden | 24.9% | 27 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 31.7% | 28 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 37.2% | 28 | Critical Intervention Needed | Decline Risk | |
| 2020 | — | — | 37.0% | 28 | Critical Intervention Needed | Gov Risk | |
| 2019 | — | — | 23.1% | 37 | Financially Distressed | Recovery | |
| 2018 | — | — | 27.3% | 34 | Critical Intervention Needed | Recovery | |
| 2017 | — | — | 28.6% | 26 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 28.1% | 28 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | 26.4% | 28 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 24.6% | 33 | Critical Intervention Needed | Recovery | |
| 2013 | — | — | 28.5% | 24 | Critical Intervention Needed | Gov Risk | |
| 2012 | — | — | 31.3% | 32 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | 24.6% | 29 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Troy Carter | Executive Director | 22.3% of Rev | ||
| Caroline Falt | Board Member | 15.7% of Rev | ||
| Jason Ponnequin | Print Shop Manager | 4.3% of Rev | ||
| Steve Withycombe | Board President | — | ||
| Alexia Lair | Secretary | — | ||
| Sara Biancofiori | Board Member | — | ||
| Heidi Leavitt | Board Member | — | ||
| Michael Wheeler | Board Member | — | ||
| Tracie Draper | Treasurer | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 25 other orgs in WA with NTEE prefix A2.
Most-divergent component: financial score sits 39 points below the peer median (0 vs. 39).
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.
Overall score has gone from 37 → 27 over 5 years (declining by 10 points). A multi-year directional move of this magnitude is a signal worth investigating.
What's driving this score
- Comp-to-revenue ratio of 24.9% is modestly above the sector's healthy band (18–22%) — worth monitoring.
- 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.