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 | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2023 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | — | 28 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2020 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | — | 34 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | — | 31 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2015 | — | — | — | 38 | Financially Distressed | Recovery | |
| 2014 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 35 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | — | 31 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MEGAN SANDONE | Secretary | — | ||
| NANCY MAGRATH | Board Member | — | ||
| LORA NORDSTROM | Board Member | — | ||
| KEN DIEMER | Board Member | — | ||
| HEIDI HERBERT-LOVEN | Board President | — | ||
| JOHN FRASER | Treasurer | — | ||
| LISA GEIST | Board Member | — | ||
| TOM HEWITT | Board Member | — | ||
| LANA RAMOS | Board Member | — | ||
| REBECCA L OBERRECHT | Board President | — | ||
| MEGAN SANDONE | Secretary | — | ||
| NANCY MAGRATH | Board Member | — | ||
| BRIAN BLESSINGTON | Treasurer | — | ||
| JENNIFER MIDTHUN JANES | Board Member | — | ||
| SHARON HIGGINS | Board Member | — | ||
| HEIDI HERBERT-LOVEN | Board President | — | ||
| JOHN FRASER | Board Member | — | ||
| LISA GEIST | Board Member | — | ||
| PAT SMITH | Board Member | — | ||
| LANA RAMOS | Board Member | — | ||
| REBECCA L OBERRECHT | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MEGAN SANDONE | Board Member | — | ||
| NANCY MAGRATH | Board President | — | ||
| RENEE DOWNS | Secretary | — | ||
| BRIAN BLESSINGTON | Treasurer | — | ||
| JENNIFER MIDTHUN JANES | Board Member | — | ||
| SHARON HIGGINS | Board Member | — | ||
| HEIDI HERBERT-LOVEN | Board Member | — | ||
| CATHERINE GAGE | Board Member | — | ||
| CARRIE RADER | Board Member | — | ||
| CASEY CARRUTH-HINCHEY | Board Member | — | ||
| CYNTHIA GEIERMANN | Board Member | — | ||
| PAT SMITH | Board Member | — | ||
| AGGIE RIVERA | Board Member | — | ||
| LANA RAMOS | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| MEGAN SANDONE | Board President | — | ||
| NANCY MAGRATH | Board President | — | ||
| RENEE DOWNS | Secretary | — | ||
| BRIAN BLESSINGTON | Treasurer | — | ||
| JENNIFER MIDTHUN JANES | Board Member | — | ||
| SHARON HIGGINS | Board Member | — | ||
| HEIDI HERBERT-LOVEN | Board Member | — | ||
| CATHERINE GAGE | Board Member | — | ||
| CARRIE RADER | Board Member | — | ||
| CASEY CARRUTH-HINCHEY | Board Member | — | ||
| CYNTHIA GEIERMANN | Board Member | — | ||
| PAT SMITH | Board Member | — | ||
| AGGIE RIVERA | Board Member | — | ||
| LANA RAMOS | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 29 other orgs in AK with NTEE prefix A6.
Most-divergent component: financial score sits 19 points below the peer median (15 vs. 34).
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 32 → 35 over 5 years (improving by 3 points).
What's driving this score
- All-volunteer org with no paid officers — governance signal is neutral (default 50), not absent.
- 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:
- 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.