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 | — | — | 8.7% | 40 | Financially Distressed | Recovery | |
| 2022 | — | — | 9.7% | 36 | Financially Distressed | Recovery | |
| 2021 | — | — | — | 39 | Fragile | Recovery | |
| 2020 | — | — | — | 32 | Critical Intervention Needed | Decline Risk | |
| 2019 | — | — | 9.5% | 32 | Critical Intervention Needed | Recovery | |
| 2018 | — | — | 25.2% | 32 | Critical Intervention Needed | Gov Risk | |
| 2017 | — | — | 31.8% | 32 | Critical Intervention Needed | Stable Watch | |
| 2016 | — | — | 37.0% | 32 | Critical Intervention Needed | Recovery | |
| 2015 | — | — | — | 31 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2013 | — | — | — | 35 | Critical Intervention Needed | Recovery | |
| 2012 | — | — | — | 31 | Critical Intervention Needed | Decline Risk | |
| 2011 | — | — | — | 35 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| NOELLE GIBBS | Board Member | 7.6% of Rev | ||
| BRAD TURNER | Board President | — | ||
| DON GUSTAFSON | Board Member | — | ||
| JENNY REDO | Secretary | — | ||
| GINGER HOLT | Board Member | — | ||
| JASON KIPNIS | Treasurer | — | ||
| ALANNA MCNAUGHTON | Board Member | — | ||
| JANEEN POUTRE | Board Member | — | ||
| TERRY ROMERO | Board Member | — | ||
| ALLYSON SPENCE | Board Member | — | ||
| KIMBERLY YARNALL | Board Member | — | ||
| JOHN MCGRORY | Board Member | — | ||
| JAY HARTMAN | Board Member | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| JENNY REDO | Secretary | — | ||
| GINGER HOLT | Board Member | — | ||
| GRACE LEE | Board Member | — | ||
| JASON KIPNIS | Treasurer | — | ||
| ALANNA MCNAUGHTON | Board Member | — | ||
| JANEEN POUTRE | Board Member | — | ||
| TERRY ROMERO | Board Member | — | ||
| ALLYSON SPENCE | Board Member | — | ||
| KIMBERLY YARNALL | Board Member | — | ||
| BRAD TURNER | Board President | — | ||
| DON GUSTAFSON | Board Member | — | ||
| NOELLE GIBBS | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| NOELLE GIBBS | Board Member | 5.7% of Rev | ||
| RICH TINCHER | Board President | — | ||
| BRAD TURNER | Treasurer | — | ||
| DON GUSTAFSON | Board Member | — | ||
| DARLENE BATCHELDER | Board Member | — | ||
| FIONA RYAN | Board Member | — | ||
| ELIZABETH WEBB | Board Member | — | ||
| JASON KIPNIS | Board Member | — |
Score breakdown
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.
Overall score has gone from 32 → 40 over 5 years (improving by 8 points).
What's driving this score
- Comp-to-revenue ratio of 8.7% 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.