Portfolio Diagnostic
Match commitments represent 90% of active portfolio value, placing this entity in the upper range of the dataset for cost-sharing burden.
It is engaged in 4 Puget Sound NEP recovery activities spanning 8 Vital Signs.
It also operates 1 EPA-regulated facility. Chinook populations across 7 management units show 3 declining, 1 stable, 3 increasing over 9 years.
Across 47 completed RCO projects, 25 acres have been restored or conserved (25 acquired), in watersheds with 1,114 known fish passage barriers. Annual revenue has grown 18% over the 2011–2023 filing period. These barriers affect 9 salmonid species.
Watershed water quality data shows 4 active TMDL impairments (Bacteria, Dioxin). Within the benchmark dataset, this portfolio's structural complexity is at the 84th percentile. This picture is assembled from multiple public data sources that do not otherwise see each other. This entity's obligations span at least 4 distinct reporting systems, including RCO PRISM, federal award reporting, federal single audit, and PSP Action Agenda tracking.
A composite measure (0–100) of the structural demands of this portfolio, based on weighted factors including obligation count, funder diversity, match burden, and timeline density. Factor weights are being developed for the PNW restoration sector.
PCS factor weights are being developed for the PNW restoration sector, informed by practitioner input and iterative testing. The specific score reflects current calibration choices. Different reasonable calibrations would produce different scores. The framework’s value is in the structural picture it assembles — which factors are elevated, which conflict types are present, how sources interact — rather than in the specific number. PCS is best interpreted as a structured lens, not a precise measurement.
| Factor | Value | What It Measures |
|---|---|---|
| Active Obligations | 15 | How many obligations this entity is actively managing at once. More concurrent obligations increase administrative complexity. |
| Total Portfolio Value | 10107903 | The combined dollar value of all obligations in the portfolio. Larger portfolios generally require more sophisticated financial management. |
| Unique Funding Sources | 6 | How many distinct funding programs support this portfolio. Each additional funding source brings its own reporting requirements and compliance rules. |
| Unique Awarding Agencies | 2 | How many different agencies have awarded obligations to this entity. Multiple agencies mean multiple sets of oversight relationships and audit expectations. |
| Funder Concentration (HHI) | 3,264.2 | Measures how concentrated funding is across sources. A high HHI indicates dependence on one or two funders, creating vulnerability if that funding is reduced or eliminated. |
| Planning vs. Restoration Balance | 0.357 | The balance between planning-phase and restoration-phase obligations. A mix of both types requires managing different timelines, deliverables, and compliance standards simultaneously. |
| Federal vs. State Balance | 0.067 | The balance between federal and state funding sources. Managing both federal and state compliance frameworks adds operational complexity. |
| Peak Concurrent Obligations | 14 | The highest number of obligations running at the same time. Concurrent obligations compete for staff time, field crew availability, and cash flow. |
| Average Duration (Months) | 51.1 | The average length of obligations in the portfolio. Longer obligations accumulate more reporting cycles and require sustained management attention. |
| Portfolio Velocity | 0.400 | What fraction of the portfolio is new (started within the last two years). A high velocity means the entity is onboarding many obligations simultaneously, increasing setup and reporting burden. |
| Portfolio-to-Revenue Ratio | 5.9 | Total portfolio value relative to the entity's annual revenue. Higher ratios indicate greater capacity strain — the entity is managing more obligation dollars per dollar of organizational revenue. |
| Match Burden Ratio | 0.867 | The proportion of the portfolio that requires matching funds from the entity. Higher match burdens create cash flow pressure and limit the entity's ability to take on new obligations. |
Detects: Multiple restoration-phase obligations running at the same time.
Why it matters: Restoration work competes for field crews, equipment, and in-water work windows. Too many concurrent projects can stretch capacity and delay deliverables.
Detects: A planning-phase obligation overlapping in time with a restoration-phase obligation in the same geographic area.
Why it matters: This is often normal (phased work), but can sometimes indicate scope conflict or coordination challenges between design and implementation teams.
Detects: The total match commitment exceeds a significant share of annual revenue.
Why it matters: Match obligations require the entity to provide its own funds. When match commitments are large relative to revenue, cash flow risk increases and the ability to take on new awards is constrained.
Detects: Multiple obligations ending within a narrow time window.
Why it matters: Clustered closeouts create reporting bottlenecks — final reports, financial reconciliations, and audits all compete for the same staff time.
| PCS | Portfolio Complexity Score — a composite measure (0–100) of how structurally complex this entity's portfolio is to manage. |
| Match burden | The percentage of active portfolio value that requires cost-sharing from the entity's own funds (donations, reserves, etc.). |
| HHI | Herfindahl–Hirschman Index — a standard measure of funder concentration. Higher HHI means greater dependence on fewer sources. Reflects only publicly tracked obligation sources; additional revenue streams not captured in public records may reduce actual concentration. |
| Cross-source overlap | When obligations from different funding sources (e.g., federal and state) overlap in time and scope, creating coordination demands invisible from either source alone. |
| End-date cluster | When 3 or more obligation reporting deadlines fall within 90 days of each other, creating a reporting burden spike. |
| Concurrent typed | When 3 or more obligations of the same type (e.g., all restoration projects) are active simultaneously. |
| WRIA | Water Resource Inventory Area — Washington State's watershed boundary system. Each WRIA is a distinct drainage basin. |
| TMDL | Total Maximum Daily Load — a regulatory designation for water bodies that don't meet water quality standards, with limits on pollutant discharge. |
| NOR escapement | Natural-Origin Return escapement — the count of wild-born (not hatchery) fish that return to spawn. The primary metric for Program health. |
| Source | Records | Retrieved |
|---|---|---|
| RCO ArcGIS | 48 | 2026-03-12 |
| RCO PRISM | 18 | 2026-03-11, 2026-03-19 |
| USASpending.gov | 6 | 2026-03-11 |
| Source | Items | Retrieved |
|---|---|---|
| ProPublica Nonprofit Explorer (entity financials) | 1 | 2026-03-11 |
| SAM.gov (entity registration (queried, no UEI found)) | 0 | — |
| SAM.gov Assistance Listings (match/cost-sharing enrichment (queried, 0 matches)) | 0 | — |
| WA WRIA Crosswalk (geographic enrichment (queried, 0 matches)) | 0 | — |
| IRS BMF (entity classification/maturity enrichment) | 1 | — |
| Grants.gov (funding landscape/pipeline) | 12 | 2026-03-22 |
| Federal Audit Clearinghouse (compliance/audit enrichment) | 2 | 2026-03-22 |