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
40
Score
Governance
55
Score
Financial
20
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 |
|---|---|---|---|---|---|---|---|
| 2023 | — | — | 9.2% | 40 | Fragile | Decline Risk | |
| 2022 | — | — | 9.1% | 42 | Fragile | Recovery | |
| 2021 | — | — | 16.6% | 37 | Fragile | Recovery | |
| 2020 | — | — | 11.8% | 34 | Critical Intervention Needed | Stable Watch | |
| 2019 | — | — | 6.3% | 36 | Financially Distressed | Stable Watch | |
| 2018 | — | — | 4.4% | 37 | Financially Distressed | Stable Watch | |
| 2017 | — | — | 4.2% | 37 | Financially Distressed | Recovery | |
| 2016 | — | — | 4.4% | 36 | Financially Distressed | Recovery | |
| 2015 | — | — | 10.9% | 29 | Critical Intervention Needed | Stable Watch | |
| 2014 | — | — | 9.5% | 31 | Critical Intervention Needed | Stable Watch | |
| 2013 | — | — | 5.1% | 34 | Critical Intervention Needed | Decline Risk | |
| 2012 | — | — | 4.5% | 35 | Financially Distressed | Stable Watch | |
| 2011 | — | — | 4.1% | 35 | Financially Distressed | Stable Watch |
Officer compensation history
Tax year 2023
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| THOMAS PHILLIPS | Board President | 4.5% of Rev | ||
| JEAN HSU | COO | 2.0% of Rev | ||
| ROAN ALOMBRO | Treasurer | 1.7% of Rev | ||
| STEPHEN AMENDT | Secretary | — | ||
| SABRA BORDAS | Board Member | — | ||
| JOHN BENECKE | Board Member | — | ||
| JIM BROPHY | Board Member | — | ||
| GARY CAPATA | Board Member | — | ||
| HUNG FAN | Board Member | — | ||
| JEAN FELDER | Board Member | — | ||
| JOANN FUERBRINGER | Board Member | — | ||
| JANE GRIER | Board Member | — | ||
| ELAINE NEUSS | Board Member | — | ||
| DOUGLAS H SMITH | Board Member | — | ||
| STEBEN SORENSON | Board Member | — | ||
| MARGARET GATES | Board Member | — | ||
| BARBARA ROBERTS | Board Member | — | ||
| DAVID TROOB | Board Member | — | ||
| KIM WEDDON | Board Member | — | ||
| KATHRYN WOPSCHALL | Board Member | — | ||
| JOHN FLEMMING | Board President | — | ||
| DONNA KENDALL | Board President | — |
Tax year 2022
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| THOMAS PHILLIPS | Board President | 4.5% of Rev | ||
| THOMAS PHILLIPS | Board President | 4.4% of Rev | ||
| JEAN HSU | COO | 2.0% of Rev | ||
| ROAN ALOMBRO | Treasurer | 1.7% of Rev | ||
| ROAN ALOMBRO | Treasurer | 1.1% of Rev | ||
| DONNA KENDALL | Board President | — | ||
| KIMBERLY BERNATZ | Board President | — | ||
| STEPHEN AMENDT | Secretary | — | ||
| SABRA BORDAS | Board Member | — | ||
| JOHN BENECKE | Board Member | — | ||
| MARY CHELIUS | Board Member | — | ||
| HUNG FAN | Board Member | — | ||
| JOANN FUERBRINGER | Board Member | — | ||
| JANE GRIER | Board Member | — | ||
| ELAINE NEUSS | Board Member | — | ||
| DOUGLAS H SMITH | Board Member | — | ||
| JIM BROPHY | Board Member | — | ||
| DOUGLAS BURCH | Board Member | — | ||
| JOHN FLEMMING | Board Member | — | ||
| MARGARET GATES | Board Member | — | ||
| BARBARA ROBERTS | Board Member | — | ||
| DAVID TROOB | Board Member | — | ||
| KIM WEDDON | Board Member | — | ||
| GARY CAPATA | Board Member | — | ||
| JEAN FELDER | Board Member | — | ||
| WESLEY KRUSE | Board Member | — | ||
| DONNA KENDALL | Board President | — | ||
| KIMBERLY BERNATZ | Board President | — | ||
| STEPHEN AMENDT | Secretary | — | ||
| SABRA BORDAS | Board Member | — | ||
| JOHN BENECKE | Board Member | — | ||
| JIM BROPHY | Board Member | — | ||
| GARY CAPATA | Board Member | — | ||
| HUNG FAN | Board Member | — | ||
| JEAN FELDER | Board Member | — | ||
| JOANN FUERBRINGER | Board Member | — | ||
| JANE GRIER | Board Member | — | ||
| ELAINE NEUSS | Board Member | — | ||
| DOUGLAS H SMITH | Board Member | — | ||
| JOHN FLEMMING | Board Member | — | ||
| MARGARET GATES | Board Member | — | ||
| BARBARA ROBERTS | Board Member | — | ||
| DAVID TROOB | Board Member | — | ||
| KIM WEDDON | Board Member | — | ||
| KATHRYN WOPSCHALL | Board Member | — |
Tax year 2021
| Name | Title | Phone | Compensation | |
|---|---|---|---|---|
| Thomas Phillips | Board President | 4.4% of Rev | ||
| Roan Alombro | Treasurer | 1.1% of Rev | ||
| Donna Kendall | Board President | — | ||
| Kimberly Bernatz | Board President | — | ||
| Stephen Amendt | Secretary | — | ||
| Sabra Bordas | Board Member | — | ||
| John Benecke | Board Member | — | ||
| Mary Chelius | Board Member | — | ||
| Hung Fan | Board Member | — | ||
| JoAnn Fuerbringer | Board Member | — | ||
| Jane Grier | Board Member | — | ||
| Elaine Neuss | Board Member | — | ||
| Douglas H Smith | Board Member | — | ||
| Jim Brophy | Board Member | — | ||
| Douglas Burch | Board Member | — | ||
| John Flemming | Board Member | — | ||
| Margaret Gates | Board Member | — | ||
| Barbara Roberts | Board Member | — | ||
| David Troob | Board Member | — | ||
| Kim Weddon | Board Member | — | ||
| Gary Capata | Board Member | — | ||
| Jean Felder | Board Member | — | ||
| Wesley Kruse | 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
20 / 100
weight 40%
Governance risk
55 / 100
weight 40%
Program scale
60 / 100
weight 20%
Overall
40 / 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.
Overall score has gone from 36 → 40 over 5 years (improving by 4 points).
What's driving this score
- Comp-to-revenue ratio of 9.2% 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.