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 | — | — | 8.0% | 34 | Critical Intervention Needed | Decline Risk | |
| 2022 | — | — | 6.8% | 40 | Fragile | Decline Risk | |
| 2021 | — | — | 7.1% | 42 | Fragile | Recovery | |
| 2020 | — | — | 4.2% | 35 | Financially Distressed | Stable Watch | |
| 2019 | — | — | 4.5% | 35 | Financially Distressed | Recovery | |
| 2018 | — | — | 10.7% | 32 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 6.3% | 34 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 7.6% | 36 | Financially Distressed | Decline Risk | |
| 2015 | — | — | 7.0% | 38 | Financially Distressed | Recovery | |
| 2014 | — | — | 9.8% | 34 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 7.0% | 38 | Financially Distressed | Recovery | |
| 2012 | — | — | 4.5% | 37 | Financially Distressed | Recovery | |
| 2011 | — | — | 9.4% | 34 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| NANCY DECHERNEY | FRMR EXEC. D | 4.9% of Rev | ||
| REGGIE SCHAPP | INTERIM DIRE | 4.1% of Rev | ||
| ABEL RYAN | BOARD PRESID | — | ||
| BING CARRILLO | BOARD VICE P | — | ||
| JEANA VARNEY | BOARD SECRET | — | ||
| JOY DEMMERT | BOARD TREASU | — | ||
| JAMES BIBB | BOARD TRUSTE | — | ||
| VINCENT CHENG | BOARD TRUSTE | — | ||
| DAVINA COLE | BOARD TRUSTE | — | ||
| JIM HEUMANN | BOARD TRUSTE | — | ||
| JAMES HOAGLAND | BOARD TRUSTE | — | ||
| FLOREDELINO LAGUNDINO | BOARD TRUSTE | — | ||
| JACKIE MANNING | BOARDTRUSTEE | — | ||
| SUE SCHRADER | BOARD TRUSTE | — | ||
| MARIAH TWITCHELL | BOARD TRUSTE | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| NANCY DECHERNEY | FRMR EXEC. D | 4.5% of Rev | ||
| JIM HEUMANN | BOARD TRUSTE | — | ||
| FLOREDELINO LAGUNDINO | BOARD TRUSTE | — | ||
| JAMES HOAGLAND | BOARD TRUSTE | — | ||
| EDWARD DAVID HURLEY | BOARD TRUSTE | — | ||
| SUE SCHRADER | BOARD TRUSTE | — | ||
| ABEL RYAN | BOARD TRUSTE | — | ||
| MARIAH TWITCHELL | BOARD TRUSTE | — | ||
| JEANA VARNEY | BOARD TRUSTE | — | ||
| JULIE WILLOUGHBY | BOARD TRUSTE | — | ||
| KAREN CRANE | BOARD PRESID | — | ||
| BING CARRILLO | BOARD VICE P | — | ||
| JUSTIN MCKOY | Secretary | — | ||
| NIMMY PHILLIPS | Treasurer | — | ||
| REGGIE SCHAPP | INTERIM DIRE | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| NANCY DECHERNEY | EXECUTIVE DI | 4.7% of Rev | ||
| RENEE ESCAMILLA | BOARD TRUSTE | — | ||
| JAMES HOAGLAND | BOARD TRUSTE | — | ||
| EDWARD DAVID HURLEY | BOARD TRUSTE | — | ||
| NIMMY PHILLIPS | BOARD TRUSTE | — | ||
| MARY RICHEY SELL | BOARD TRUSTE | — | ||
| ABEL RYAN | BOARD TRUSTE | — | ||
| CHERYL SNYDER | BOARD TRUSTE | — | ||
| SHERRI VON WOLFE | BOARD TRUSTE | — | ||
| JULIE WILLOUGHBY | BOARD TRUSTE | — | ||
| KAREN CRANE | BOARD PRESID | — | ||
| BING CARRILLO | BOARD VICE P | — | ||
| JUSTIN MCKOY | Secretary | — | ||
| SUSAN SLOSS | Treasurer | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 3 other orgs in AK with NTEE prefix A2.
Most-divergent component: financial score sits 40 points below the peer median (0 vs. 40).
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 35 → 34 over 5 years (declining by 1 points).
What's driving this score
- Comp-to-revenue ratio of 8.0% sits within the sector's healthy band (18–22%).
- 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.