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 | — | — | Unknown | — | |
| 2023 | — | — | 3.2% | 35 | Financially Distressed | Decline Risk | |
| 2022 | — | — | 2.9% | 35 | Financially Distressed | Decline Risk | |
| 2021 | — | — | 3.2% | 45 | Financially Distressed | Decline Risk | |
| 2020 | — | — | 4.8% | 49 | Fragile | Recovery | |
| 2019 | — | — | 3.3% | 45 | Financially Distressed | Recovery | |
| 2018 | — | — | 2.6% | 39 | Financially Distressed | Recovery | |
| 2017 | — | — | 3.3% | 35 | Financially Distressed | Stable Watch | |
| 2016 | — | — | 4.0% | 35 | Financially Distressed | Stable Watch | |
| 2015 | — | — | 4.0% | 35 | Financially Distressed | Stable Watch | |
| 2014 | — | — | 4.5% | 35 | Financially Distressed | Stable Watch | |
| 2013 | — | — | 4.0% | 35 | Financially Distressed | Stable Watch | |
| 2012 | — | — | 4.3% | 35 | Financially Distressed | Stable Watch | |
| 2011 | — | — | 5.4% | 34 | Critical Intervention Needed | Stable Watch | |
| 2010 | — | — | 6.4% | 34 | Critical Intervention Needed | Stable Watch |
Officer compensation history
Tax year 2025
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Amber Gilman | Executive Dir. | 3.2% of Rev | ||
| Martin Polt | Chairman | — | ||
| Elissa Spencer | Board President | — | ||
| Mark Vieaux | Secretary | — | ||
| Sima Hsu | Treasurer | — | ||
| Raul Audelo | Board Member | — | ||
| Olivia Pritchett | Board Member | — | ||
| John Baggett | Board Member | — | ||
| Julie Bottrell | Board Member | — | ||
| Huck Ingram | Board Member | — | ||
| Lisa Swarthout | Board Member | — | ||
| Mark Pearson | Board Member | — | ||
| Tyson Tucker | Board Member | — | ||
| Rick Bergquist | Board Member | — |
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Amber Gilman | Executive Dir. | 3.0% of Rev | ||
| Olivia Pritchett | Board Member | — | ||
| John Baggett | Board Member | — | ||
| Julie Bottrell | Board Member | — | ||
| Huck Ingram | Board Member | — | ||
| Barbara Fitterer | Board Member | — | ||
| Jeff Pettitt | Board Member | — | ||
| Elissa Spencer | Board Member | — | ||
| Rick Bergquist | Board Member | — | ||
| Tyson Tucker | Board President | — | ||
| Lisa Swarthout | Board President | — | ||
| Mark Vieaux | Secretary | — | ||
| Martin Polt | Treasurer | — | ||
| Raul Audelo | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Amber Gilman | Executive Dir. | 2.4% of Rev | ||
| Betsy Swann Brown | Board President | — | ||
| Rick Bergquist | Board President | — | ||
| Aaron Rutledge | Secretary | — | ||
| Martin Polt | Treasurer | — | ||
| Walter Bringman | Board Member | — | ||
| Roger Stover | Board Member | — | ||
| Nancy Dewey | Board Member | — | ||
| Jim Pyle | Board Member | — | ||
| Huck Ingram | Board Member | — | ||
| John Lamb | Board Member | — | ||
| Jon Lee | Board Member | — | ||
| Kelly Lapham | Board Member | — | ||
| Janice Dunn | Board Member | — | ||
| Tyson Tucker | Board Member | — |
Score breakdown
The three components combine into a single 0–100 score weighted as shown. Full methodology →
Peer comparison
Compared to 36 other orgs in CA with NTEE prefix A9.
Most-divergent component: financial score sits 34 points below the peer median (0 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.
What's driving this score
- Comp-to-revenue ratio of 3.2% 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.