COLUMN
BY KARI PETRASEK AND TIFFANY LYNCH
It is my great pleasure to serve as the Washington State Bar Association treasurer for FY 25. Since 2022, I have served as the Board’s District 2 Governor. I obtained my undergraduate degree in criminal justice and international management from Gustavus Adolphus College in St. Peter, Minnesota, and then obtained my J.D. from Seattle University School of Law. I have been a solo attorney in Mukilteo since 2015. In the 13 years prior to starting my own firm, I worked in several small firms in Everett. I have primarily been a civil litigator with significant experience in the areas of juvenile law, guardianships, estate planning, elder law, and family law. Over the years, I have also served as a volunteer and attorney guardian ad litem for dependent children and currently am one of the Snohomish County CASA Program attorneys. Throughout my career, I have also served on many nonprofit boards, and other bar boards as president, co-chair, secretary, and treasurer.
For over six years, I have served as treasurer on several bar boards, both in Snohomish County and at the state level. During my term as treasurer in these organizations, I have created budgets and overseen the investment of money into various accounts, creating substantial income for the various organizations. I have also had to make difficult decisions when membership dues were not enough to cover expenses. Based on my roles as treasurer in these organizations, I was happy to be chosen to serve on the WSBA Budget and Audit Committee the past two years. This has allowed me to gain insight into our organization’s budget process, which allows me to be well versed in examining the WSBA budget and commenting on ways the WSBA can stay within its means and leverage the assets we have. My approach and goal as treasurer will be to work with the WSBA Budget and Audit Committee in a manner that examines the information needed for the committee to make the best decisions for the WSBA and its members, and encourage the Board, executive leadership team, volunteers, and all WSBA members to abide by the WSBA fiscal policies.
Throughout my career while serving on county, state, and nonprofit boards, I have been fiscally prudent. The WSBA is an organization for the members and run by the members. It is you, WSBA members, who provide the revenue required for the organization to function and operate each year. I am fully committed to diligently serving as a good steward of the WSBA’s finances.
FISCAL YEAR 2025 BUDGET
General Fund Expenses by WSBA Programs & Services
A. Licensing and Admissions Services.
5% > Costs to administer admissions and annual licensing processes for nearly 40,000 WSBA members including lawyers, LPOs, and LLLTs; to maintain and respond to questions about members and their public information; and to support the Supreme Court-mandated MCLE Board, which adjudicates issues involving continuing legal education requirements. $3,621,229
B. Outreach and Engagement.
4% > Supports WSBA outreach to the public, legal professionals, bar associations, policymakers, and others in order to enhance volunteer recruitment, raise awareness and understanding of WSBA programs and priorities, and create a sustainable network. $961,677
C. Management and Operations.
30% > Includes costs associated with the WSBA Board of Governors, leadership, management, and internal support (finance, technology, human resources, etc.). $7,446,345
D. General Counsel.
4% > Legal representation and support to the WSBA, the Board of Governors, and other boards, task forces, and committees; records requests and litigation management; and oversight, interpretation, and analysis of WSBA Bylaws and other legal issues. $1,028,444
E. Legislative and Law Improvement Efforts.
1% > Supports work with WSBA leadership and sections to formulate positions on legislation, track relevant legislation during session, and provide technical advice on bills and existing statutes to the Legislature. $280,573
F. Discipline and Disability Systems.
28% > Costs to handle consumer inquiries; to investigate, prosecute, and adjudicate written grievances about lawyers, LPOs, and LLLTs (e.g., costs associated with disciplinary counsel, hearing officers, and the Supreme Court-mandated Disciplinary Board); to administer the WSBA audit program; and to educate members and law students about legal ethics, trust account compliance, and the discipline system. $6,818,799
G. Publications.
3% > This category includes costs to develop, design, produce, and distribute WSBA print media and publications, including Washington State Bar News, the WSBA’s official publication. $843,156
H. Supreme Court-Mandated Boards and Programs.
3% > Costs to support four of six boards and programs mandated by the Supreme Court: (1) Access to Justice Board; (2) Limited License Legal Technician Board; (3) Limited Practice Officer Board; and (4) Practice of Law Board. Costs associated with the Disciplinary Board and MCLE Board, which adjudicate regulatory issues, are included in the Licensing and Admissions Services and Discipline and Disability Systems categories. $742,774
I. Member Benefits.
3% > Includes costs of programs benefiting the WSBA’s membership as a part of their annual license fee: (1) legal research tool (Fastcase); (2) monthly CLE programs (Legal Lunchbox™ Series); (3) the Professional Responsibility Program; (4) the Member Wellness Program; and (5) a confidential 24/7 member assistance program. $729,340
J. Public Service, Diversity, and Washington State Bar Foundation Support.
5% > Costs to support (1) WSBA public service programs (including Moderate Means Program, the Powerful Communities Project, and the Pro Bono WA portal); (2) work to advance diversity and inclusion in the legal profession; and (3) administrative costs of the Washington State Bar Foundation, which provides grant funding for these activities. $1,160,704
K. Sections Administration.
1% > Includes staffing and administrative costs to support 29 sections, and to help sections develop “mini-CLEs” that are not offset by per-member charge revenues. $299,310
L. Member Services and Engagement.
3% > Includes costs of outreach, education, training, and support to newly admitted WSBA members. Also includes funding for the WSBA’s mentor programming. $639,690
About the authoRS
Kari Petrasek is the WSBA Treasurer and District 2 governor and can be reached at:
Tiffany Lynch is the WSBA Director of Finance and can be reached at: