Structural Deficit
Structural Deficit
Market
Archetype
Mechanical
Natural
Tier
Stable
Trajectory Thumbprint
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.
The Truth-Teller
Institutional Health Scores
5-yr trend: Structural Deficit ↑
Overall
85
Score
Governance
85
Score
Financial
80
Score
Program
—
Score
Title
-
Institutions
-
Avg Revenue
-
Risk Profile
Representative Institutions
Institutional Epochs
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
Financial Era
Governance Era
Trajectory Era
Structural Deficit
Historical Performance
| Year | Revenue | Top Comp | Comp % Rev | Score | Phase Label | Outlook | Details |
|---|---|---|---|---|---|---|---|
| 2024 | Hidden | Hidden | — | — | Unknown | — | |
| 2023 | — | — | 3.8% | 35 | Financially Distressed | Recovery | |
| 2022 | — | — | 12.2% | 31 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 6.0% | 36 | Financially Distressed | Recovery | |
| 2020 | — | — | 7.3% | 32 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 7.7% | 32 | Critical Intervention Needed | Decline Risk | |
| 2018 | — | — | 5.3% | 32 | Critical Intervention Needed | Decline Risk | |
| 2017 | — | — | 4.8% | 34 | Critical Intervention Needed | Decline Risk | |
| 2016 | — | — | 6.8% | 40 | Fragile | Stable Watch | |
| 2015 | — | — | 4.2% | 42 | Fragile | Recovery | |
| 2014 | — | — | 3.6% | 36 | Financially Distressed | Decline Risk | |
| 2013 | — | — | 3.6% | 41 | Financially Distressed | Recovery | |
| 2012 | — | — | 2.1% | 37 | Financially Distressed | Recovery | |
| 2011 | — | — | — | 38 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JIMMY VERRETT | Executive Director | 2.3% of Rev | ||
| MICHAEL STONE | CHIEF OPERATIONS OFFICER | 1.6% of Rev | ||
| DAVID GIBBS | SENIOR ADVISOR | 1.6% of Rev | ||
| LAINEY BRAATZ | Board Member | 1.2% of Rev | ||
| CHRISTINE CLAYTON | Board Member | 1.1% of Rev | ||
| SEAN KING | Executive Director | 1.1% of Rev | ||
| LUCKY KALANGES | Board Member | 1.1% of Rev | ||
| AARON SUZUKI | Board President | — | ||
| RICK YEE | Board President | — | ||
| TOM VANDEWATER | Treasurer | — | ||
| RUTH BRADEN TORRANCE | Secretary | — | ||
| JOELLEN ABATE MCENTIRE | Board Member | — | ||
| DONNA BATCHELOR | Board Member | — | ||
| NATHAN MOORE | Board Member | — | ||
| KEVIN MURRAY | Board Member | — | ||
| CARY REED | Board Member | — | ||
| DEVIKA CHAWLE | Board Member | — | ||
| GREG GILMAN | Board Member | — | ||
| ROSA LEE HARDEN | Board Member | — | ||
| STEVEN LEE | Board Member | — | ||
| PHIL MCARTHUR | Board Member | — | ||
| KIT RODGERS | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID GIBBS | EXECUTIVE ADVISOR | 6.4% of Rev | ||
| JIMMY VERRETT | Executive Director | 1.4% of Rev | ||
| SEAN KING | Executive Director | 1.3% of Rev | ||
| KATHRYN SERKSNIS | CHIEF OPERATIONS OFFICER | 1.2% of Rev | ||
| LUCKY KALANGES | Board Member | 1.1% of Rev | ||
| SHAUN GALLANT | Executive Director | 0.9% of Rev | ||
| DONNA BATCHELOR | CHAIRMAN | — | ||
| KIT RODGER | Treasurer | — | ||
| RUTH BRADEN | Secretary | — | ||
| JOELLEN ABATE MCENTIRE | Board Member | — | ||
| DEVIKA CHAWLA | Board Member | — | ||
| ROSA LEE HARDEN | Board Member | — | ||
| KEVIN MURRAY | Board Member | — | ||
| CARY REED | Board Member | — | ||
| AARON SUZUKI | Board Member | — | ||
| TOM VANDEWATER | Board Member | — | ||
| RICK YEE | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| DAVID GIBBS | EXECUTIVE ADVISOR | 1.4% of Rev | ||
| SHAUN GALLANT | Executive Director | 1.3% of Rev | ||
| KATHY SERKSNIS | COO | 1.0% of Rev | ||
| ROSA LEE HARDEN | Board President | — | ||
| KIT RODGERS | Board President | — | ||
| GREG GILMAN | Secretary | — | ||
| TOM VANDEWATER | Treasurer | — | ||
| JOELLEN ABATE MCENTIRE | Board Member | — | ||
| DONNA BATCHELOR | Board Member | — | ||
| JEFF DEMELLO | Board Member | — | ||
| TOBIAS LEONARD | Board Member | — | ||
| KENDALL TIECK | Board Member | — | ||
| BRANDON WILSON | Board Member | — | ||
| RICK YEE | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| SHAUN GALLANT | Executive Director | 0.9% of Rev | ||
| KATHY SERKSNIS | COO | 0.9% of Rev | ||
| DAVID GIBBS | EXECUTIVE ADVISOR | 0.4% of Rev | ||
| DONNA BATCHELOR | Board President | — | ||
| KENDALL TIECK | Board President | — | ||
| KIT RODGERS | Treasurer | — | ||
| BRANDON WILSON | Secretary | — | ||
| RICK YEE | Board Member | — | ||
| KEVIN MURRAY | Board Member | — | ||
| CARY REED | Board Member | — | ||
| AARON SUZUKI | Board Member | — | ||
| TODD TANJI | Board Member | — | ||
| JIMMY VERRETT | Board Member | — | ||
| ROSA LEE HARDEN | Board Member | — | ||
| GREG GILMAN | Board Member | — | ||
| TOM VANDEWATER | Board Member | — | ||
| JOELLEN ABATE MCENTIRE | Board Member | — | ||
| JEFF DEMELLO | Board Member | — | ||
| TOBIAS LEONARD | Board Member | — |
Officer contact details, exact compensation figures, and active litigation are available to verified members.
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Score breakdown
Score breakdown
Financial resilience
80 / 100
weight 40%
Governance risk
85 / 100
weight 40%
Program scale
0 / 100
weight 20%
Overall
85 / 100
Stable
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 6,922 other orgs in US with NTEE prefix B1.
Most-divergent component: governance score sits 0 points above the peer median (85 vs. 85).
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.
What's driving this score
- Comp-to-revenue ratio of 0.0% sits within the sector's healthy band (18–22%).
What would change this score
No specific high-impact levers identified — this org's score is balanced across components.
Improving governance is a board decision. These are the levers.