Structural Deficit
Structural Deficit
Market
Archetype
Mechanical
Natural
Tier
Priority Review
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
34
Score
Governance
50
Score
Financial
5
Score
Program
60
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 | Hidden | Hidden | 12.1% | 34 | Critical Intervention Needed | Recovery | |
| 2022 | — | — | 14.6% | 32 | Critical Intervention Needed | Decline Risk | |
| 2021 | — | — | 9.3% | 36 | Financially Distressed | Recovery | |
| 2020 | — | — | 10.4% | 32 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | 5.7% | 34 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 10.1% | 31 | Critical Intervention Needed | Stable Watch | |
| 2017 | — | — | 12.4% | 31 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | 9.0% | 32 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | 11.9% | 31 | Critical Intervention Needed | Decline Risk | |
| 2014 | — | — | 7.5% | 34 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | 5.5% | 34 | Critical Intervention Needed | Stable Watch | |
| 2012 | — | — | 9.5% | 34 | Critical Intervention Needed | Recovery | |
| 2011 | — | — | — | 18 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Lisa Dell | Board Member | 7.6% of Rev | ||
| Donald Cabrera | Board Member | 4.5% of Rev | ||
| Barbara Hodgkinson | Board President | — | ||
| William Armstrong | Treasurer | — | ||
| Jacqueline Mills | Secretary | — | ||
| Julie Basque | Board Member | — | ||
| Abigail Dye | Board Member | — | ||
| Mike Elmore | Board Member | — | ||
| Laura Glenn | Board Member | — | ||
| Stephen Ingraham | Board Member | — | ||
| Nicholas Kanozik | Board Member | — | ||
| Claire Kinney | Board Member | — | ||
| Roll Kuo | Board Member | — | ||
| Marc Macaulay | Board Member | — | ||
| Jack Pohlman | Board Member | — | ||
| Mary Ellen Rockdale | Board Member | — | ||
| Michael Weiner | Board Member | — | ||
| Susan Weinstein | Board Member | — | ||
| Marcia Wilson | Board Member | — | ||
| Michael Winter | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Lisa Dell | Board Member | 6.2% of Rev | ||
| Barbara Hodgkinson | Board President | — | ||
| William H Armstrong | Treasurer | — | ||
| Marcia Wilson | Secretary | — | ||
| Julie Basque | Board Member | — | ||
| Karl Bemesderfer | Board Member | — | ||
| Abigail Dye | Board Member | — | ||
| Mike Elmore | Board Member | — | ||
| Nicholas Kanozik | Board Member | — | ||
| Claire Kinney | Board Member | — | ||
| Marc T Macaulay | Board Member | — | ||
| Jacqueline Mills | Board Member | — | ||
| Jack Pohlman | Board Member | — | ||
| Laura Rehn | Board Member | — | ||
| Mary Ellen Rockdale | Board Member | — | ||
| Frederic Smith | Board Member | — | ||
| Michael Weiner MD | Board Member | — | ||
| Michael Winter | Board Member | — | ||
| Susan Weinstein | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Lisa Dell | Board Member | 5.9% of Rev | ||
| Barbara Hodgkinson | Board President | — | ||
| William H Armstrong | Treasurer | — | ||
| Marcia Wilson | Secretary | — | ||
| Julie Basque | Board Member | — | ||
| Karl Bemesderfer | Board Member | — | ||
| Abigail Dye | Board Member | — | ||
| Mike Elmore | Board Member | — | ||
| Nicholas Kanozik | Board Member | — | ||
| Claire Kinney | Board Member | — | ||
| Marc T Macaulay | Board Member | — | ||
| Jacqueline Mills | Board Member | — | ||
| Jack Pohlman | Board Member | — | ||
| Laura Rehn | Board Member | — | ||
| Frederic Smith | Board Member | — | ||
| Teresa Washburn | Board Member | — | ||
| Michael Weiner MD | Board Member | — | ||
| Michael Winter | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Aubrey Bergauer | Executive Director | 5.1% of Rev | ||
| Lisa Dell | Executive Dir. | 1.0% of Rev | ||
| Barbara Hodgkinson | Board President | — | ||
| William H Armstrong | Treasurer | — | ||
| Marcia Wilson | Secretary | — | ||
| Karl Bemesderfer | Board Member | — | ||
| Abigail Dye | Board Member | — | ||
| Mike Elmore | Board Member | — | ||
| Marc T Macaulay | Board Member | — | ||
| Jack Pohlman | Board Member | — | ||
| Laura Rehn | Board Member | — | ||
| Frederic Smith | Board Member | — | ||
| Rick Starbuck | Board Member | — | ||
| Teresa Washburn | Board Member | — | ||
| Michael Weiner MD | 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
5 / 100
weight 40%
Governance risk
50 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
34 / 100
Priority Review
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 829 other orgs in CA with NTEE prefix A6.
Most-divergent component: program score sits 29 points above the peer median (60 vs. 31).
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 12.1% 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.